Sector Skills Plan

SASSETA SECTOR SKILLS PLAN

An economic, labour market analysis and forecast of the policing, private security, legal, justice, correctional, defence and intelligence sectors.

2011 – 2016 EXECUTIVE SUMMARY

This document reviews the economic and labour market that falls under the scope of the Safety and Security Sectoral Education and Training Authority (SASSETA). The sectoral analysis will form the basis for the Sector Skills Plan (SSP) to facilitate the identification of the sectors’ skills shortage, gaps and supply; and identify the relevant strategies and activities effective to address the constrains within the sector that will hamper effective utilization and development of skills crucial to achieve the government’s priorities.

The document defines the scope of the SASSETA, the role of the subsectors and their demographic and equity profile, the implication of the equity profile on skills development as the base to outline strategic intervention to promote an ‘inclusive society’, ‘economic growth’ and improve delivery of public services. To compile the document SASSETA relied heavily on the information that was readily available as of the 31 st March 2010. Data sources include the Workplace Skills Plans and Annual Training Reports submitted in June 2009 and the Annual Reports for the financial year 2009/10.

1 PROFILE OF THE SECTOR

SASSETA’s constituent economic entities are government, business and personal service industries geared towards the maintenance and promotion of safety and law and order within and outside the borders of South Africa. These entities include private and public enterprises that are grouped into seven subsectors: Policing, Corrections, Justice, Defence, Intelligence, Legal Services and Private Security and Investigation.

Disaggregated data to profile race and gender was only available for five of the subsectors and the data indicated that the sector is generally dominated by Africans and with a generally higher proportion of males to females.

In the analysis of each subsector the following can be highlighted: . Corrections subsector is shifting its focus to become effective rehabilitation centres. The workforce profile indicates that African are the dominant racial grouping (about 70%) and about 73% of the workforce is male. . Defence subsector is downsizing and the SANDF now comprises 74 596 employees. This trend is likely to continue as the DoD actively seeks to realise an optimal force size of 70 000 full time personnel. The sector is predominantly male (75%). Ongoing transformation has ensured the demographic profile is representative of the South African population.

SASSETA Sector Skills Plan 2011 - 2016 . Legal services subsector is disproportionately dominated by whites who make up just over 60% of the total subsector workforce. This skew can be attributed to the private legal firms as the Legal Aid Board is predominantly African. Transformation still remains an issue of concern. . Justice subsector employs more females (58%) than males and the workforce is predominantly African. . Policing Subsector is 68% male and SAPS has slightly surpassed its policy ideal target of 30% female representivity by 2010. People with disabilities form only 0.6% of the total workforce. . Private Security subsector is expanding with an increased number of active security services businesses from 6392 in March 2009 to 7710 active registered businesses as of May 2010. The subsector is concentrated in Gauteng (36%). . Intelligence subsector has not been profiled; owing to the nature of their services data was not available regarding their employment and demographic data.

The sector profile highlights possible areas where interventions can be introduced to redress inequalities with regard to race, gender and disability.

2 DRIVERS OF CHANGE The drivers of change focus on policy and legislative issues, social influences impacting on the subsectors, economic effects, technological developments, labour organizations and explores the urban-rural divide. In the analysis of each subsector the following can be highlighted:

2.1 Corrections services  Budget cuts that government departments are experiencing will affect its ability to execute key strategies.  Changing trends within the sector will have a direct impact on the functioning of the Department of Correctional Services such as the ever changing nature of crime, new crimes and the increasing influx of young offenders  The department’s current training does not focus on how to manage the new trends and developments in the profile or types of crimes.  Knowledge of basic technology is still a challenge among employees and overcrowding and the current design and structures hamper easy implementation of technology.  The rural / urban divide offers challenges as urban areas continue to attract employees thus resulting in difficulty in finding and retaining staff in rural areas.

2.2 Defence subsector  HIV and AIDS continues to be a problem especially for members of the forces who are deployed outside the borders of South Africa.  The aging workforce means skills are not being retained and there are no mechanisms to efficiently transfer skills.

SASSETA Sector Skills Plan 2011 - 2016  Access to basic technology and the training of employees to use technology is still low.

2.3 Justice subsector  The training budget is not adequate to execute the Department’s full training plan.  Loss of skills is being experienced as trained employees leave for better prospects.  Increased crime levels are being experienced in courts as a result of recession and the tough economic environment.  There is a slow response to increasing HIV / AIDS cases.  Systems within the department are being computerized, however training is not being rolled out fast enough. Fear of technology is leading to resistance of the acceptance of technology.

2.4 Legal subsector  The recession has lowered the demand for legal services affecting profitability of firms.  The structure of the subsector continues to be a barrier to entry for previously disadvantaged groups.  IT developments will result in downsizing of paralegals but will necessitate increased demand for IT professionals.  Rural attorneys are not exposed to latest developments.  There is a general lack of transformation which needs to be urgently addressed.

2.5 Policing subsector  Increased crime levels as a result of tough economic times have a direct impact on policing.  HIV / AIDS levels are quite high. Health promotion and HIV/AIDS programmes have been introduced to reduce risks.  There is a high staff turnover as a result of for instance high resignation rates especially among white males, high personnel deaths and new employees leaving the service after 2-3 years for better prospects.  Technology will enhance crime prevention and detection but will require skilled personnel to operate.  Rural areas experience challenges such as inferior technology, scarce and top up skills worse in rural areas, training institutions are inaccessible.  There is a continued drive by the department to achieve the 2% target for people with disabilities.

2.6 Private Security subsector  The requirement (if legislation is enacted) that every security officer be firearm competent may offer a challenge to the industry.  The industry relies on contracts, when employee contracts expire they are let go with no other skills gained. They need to be upskilled and empowered.  Common social factors that plague the industry include high training costs, high incidences of HIV/ AIDS and TB cases, drug and alcohol abuse and poor remuneration.  Technological advancement is gradually taking over previously human functions resulting in increased unemployment. However technology improves job efficiency and will require higher level skills.

SASSETA Sector Skills Plan 2011 - 2016  Disparity in remuneration rates between rural and urban areas and the long distance from training institutions for rural employees affects employment and service delivery.

3 DEMANDS FOR SKILLS

Understanding the demand for skills is important so that existing supply can be analysed in the context of what skills are required. Where there are mismatches, the result is critical or scarce skills which in turn affects service delivery.

Demand for skills is influenced by: . Current employment. What skills are currently demanded based on existing and funded posts? . Replacement demand. This is the demand for skills that is created as existing employees leave the sector as a result of employees moving to another sector, illness, death or retirement. Measurement of replacement demand is difficult but can be proxied by replacement demand due to retirement or terminations.

The above factors were analysed to provide an indication of the pattern of skills demanded as well as those skills that are considered scarce or critical.

3.1 Corrections subsector  Sixty four percent of posts are security officers while only 0.4% are classified as management.  The professional category consists of 1 086 posts and this is primarily where the critical and scarce skills are experienced.  There is an average vacancy of 33% in key professional occupations.  There were 1 088 employees (2.6% of employment) terminated 2009/2010. It is reasonable to expect a similar proportion of personnel will be leaving the employ of the department per year over the next 5 years.  Attrition in the largest occupation in the department will create demand for roughly 4 500 correctional officers between 2011 and 2016.

3.2 Defence subsector  The largest contributor to employment is soldiers (Service and Sales Workers) making up 30 918 (41% of filled posts).  Only 3 024 out of 74 596 employees (4%) are professionals.  A total vacancy rate of 15% is currently being experienced in the department. The most affected areas are administration (33% of posts unfilled) and force employment (vacancy rate of 30%).  The 1998 Defence Review recommended an optimal size of 70 000 employees which means that true demand over the 2011 – 2016 period is unclear.

SASSETA Sector Skills Plan 2011 - 2016 3.3 Legal subsector  Attorneys’ practices and Legal Aid SA employ approximately 57 000 and 2 476 people respectively. No profile data is available for the sheriffs.  Employees consist predominantly of professionals and supporting administrative staff, these two occupational categories comprise 89% of all employees. Management make up 7%.  Professionals employed in attorneys practices consist of 37% of total employment  Legal Aid board has a similar breakdown with 41% professionals, 51% admin and support and an 8% management band.  Scarcity is driven more by the quality of graduates and employment equity concerns.  The sector is heavily weighted towards white males (75% of all advocates are white) and since this is where the majority of wealth is generated in the subsector, it represents a gross imbalance.  The demand for African, Coloured, and Indian (ACI) professionals will continue to outstrip supply.  Replacement demand was unavailable for legal services but according to Legal Aid SA’s WSP, the workforce is relatively young with only 3% of current employment aged 55 or above.  Sixty percent of employees are under the age of 35 and the ability of the remaining cohort (37%) to impart skills to the next generation needs to be considered carefully.

3.4 Justice subsector  The biggest contributor to employment is the clerical occupations accounting for 57% of filled posts, followed by professionals with 3 640 (20%).  Seven percent of total posts are reported to be contract posts drawing from all skills levels.  Total vacancies stand at 16%. This includes IT skills at 80% and cleaners at 22%. This however is not consistent with prevailing labour market conditions, and may be attributable to other factors inherent to the Department itself (e.g. those occupations may be outsourced).  There are areas that are critical to the technical functioning of the department that are more likely to be experiencing genuine shortages. These include advocates (16%), attorneys (16%), judges (20.5%) and magistrates (10%).  Replacement demand can be determined from extrapolating terminations (excluding temporary work). A total of 2 492 employees left the department in 2008/2009. Of those 1 643 were temporary or contract workers and 849 (34%) were permanent employees.  More employees were appointed and transferred in than terminated and transferred out in 2008/2009. If this continues over the next 5 years, the scarcity as reported may be greatly reduced

3.5 Policing subsector  The South African Police Service (SAPS) demands skills from a vast array of categories.

SASSETA Sector Skills Plan 2011 - 2016  As of 31 March 2009 the department had a total personnel complement of 182 754 (up from 131 500 in 2003) and as of 1 April 2010, the total number of SAPS employees had increased by a further 3 741 staff members to 186 495.  Skills demanded fall primarily in the category of ‘Service and Sales Workers,’ representing the 135 783 police officers. Roughly 17% of the force are clerks and a further 5% are professionals.  Police officers carry out the wide array of functions such as detective services, flying squad, inland water policing, etc. Each of these functions demand a unique package of skills, many of which are not offered by public or private training institutions. Therefore in many circumstances the SAPS itself needs to meet its own demand for skills.  Only 0.2% of all posts are vacant which means that existing systems are working well to meet the growing demand of the subsector.  More specialised occupations are experiencing scarcity evidenced by higher vacancy rates.  Employment growth will likely be in a similar proportion to the current profile with three quarters of new employees being police officers, 17% being clerical and 5% professional.

3.6 Private security subsector  There are currently 387 544 registered and active security guards in South Africa.  If the organisational structure is used to extrapolate to all occupations, total employment could be as much as 545 000 people.  The subsector has a relatively low demand for skills as 71% of the employment is for security guards. These guards perform the security functions such as guarding, armed response, personal security, etc.  The vast majority of people (71%) have an educational qualification no higher than matric, 24% of employees have a diploma, 0.3% have a degree and 0.2% have a post graduate degree.  Similar to the experience of the SAPS, the private security sector is likely to continue to grow until such a time as the crime rate in South Africa is brought under control

3.7 Drivers of Scarcity A number of key factors drive scarcity in the demand for skills. While there are unique factors from subsector to subsector, cross cutting issues that need to be acknowledged include:  The image of the public sector as an employer. In key professional occupations, the public sector is usually not the first employer of choice.  Remuneration packages are often not competitive in the public sector.  Difficult working conditions in departments such as corrections makes it difficult to attract professional skills.  Quality of graduates from tertiary institutions. Legal services in particular bemoaned the falling standards in the quality of graduates (stakeholder consultation 2010).  Lengthy recruitment processes in public sector departments create difficulties in filling posts.  Demand for skills in rural areas outstrips supply.

SASSETA Sector Skills Plan 2011 - 2016  Employment equity. Huge strides have been made in transforming the sector however legacies of apartheid still remain with whites being generally over represented in managerial and professional positions. This is most pronounced in the legal subsector.

4 SUPPLY OF SKILLS

The supply pipeline for the sector is derived from both public and private institutions.

4.1 Output of Public Education and Training Institutions  The sector requires a broad range of competencies from workers entering employment, ranging from a school leaving certificate to university degrees but the quality of provision remains a concern, particularly at school level.  Many of the scarce skills cited in Chapter 3 on demand require a basic foundation in maths and science in order to pursue further studies to gain the requisite qualifications yet less than a third of candidates sitting maths and science examinations received a mark above 40%.  The available programmes are not linked to the needs of employers. They meet a very small proportion of the needs identified as scarce skills. At present, most of the training offered in the sector is offered through private providers.  The range of offerings at FET and HE institutions is insufficient to meet the needs of the sector. Private providers are perceived to be more responsive and better able to tailor their programmes to the client.  In higher education institutions, with the exception of Black Females (African, Coloured, and Indian), enrolment in law and public administration is trending downward since 2007. This suggests that public providers are not currently able to respond adequately to changes in the labour market.  The SETA can play an important role not only in facilitating the links between providers and industry, but also in supporting the development of capacity within the institutions to be able to respond to labour market requirements.  New areas of specialisation such as environmental law, cyber crime investigation, and other occupations that may be driven by innovations in technology or in the law are the main areas of concern as learners are often not sufficiently informed about these career options to pursue studies relevant to them. This is an area that the SETA can play a role to address the problem.

4.2 Training needs identified within the workforce in each subsector 4.2.1 Correctional Services  Many of the identified skills relate to the routine management of the Department, rather than hard technical skills, with only one or two exceptions.  The Department’s workers are mainly drawn from new matriculants and the development and promotion of the existing workforce. There is therefore a need for constant up skilling to maintain a corps of appropriately skilled workers.

SASSETA Sector Skills Plan 2011 - 2016 4.2.2 Defence  The DoD has a greater capacity for training and development than most employers, as this is an ongoing responsibility to maintain readiness of the defence forces. The defence forces invest heavily in developing specialist skills for its workforce.  However, many of these skills are in high demand in the private sector, and the armed forces have difficulties retaining highly skilled workers.  Strategies are being considered or implemented in an effort to retain skilled personnel such as Introduce medium term employment contracts for the scarce occupations, Offer staff incentives, Offer an enlistment bonus for completing training, then a contract for the next 5 years  Employees tend to stagnate at certain levels causing frustration however this issue is already being addressed at management level.

4.2.3 Department of Justice  As with other government employers, the Department competes with the private sector for skilled personnel.  A number of retention strategies have been put forward by the Department such as counter offers, rewarding excellent performance, career pathing, etc.  The silo mentality that currently exists in the Department needs to be addressed in order to facilitate transfer of skills and sharing of information.  The Department of Justice is currently utilising 65% of private institutions compared to only 35% of public institutions for up skilling its personnel.

4.2.4 Legal  The legal sector has historically been characterised by a narrow range of occupations, predominantly concentrated in the high or intermediate skills.  The context in which attorneys and advocates operate has changed, and different requirements have led to the need to review the current state of provision for this subsector.  The tertiary institutions are supplying the Legal industry with more than enough law graduates. However, the industry feels that there are not enough candidates with the right skills that are required as reflected in the list of top-up skills, which are concentrated on language, and financial literacy and numeracy.  There are several improvements to the quality of training content provided by the tertiary institutions that the Legal subsector would like to see implemented in the graduate programmes. Therefore, there is a need for further engagement with institutions in which SASSETA should also be involved.  Technikons used to offer a Certificate for Legal Secretaries. They have since stopped and this has created a gap in the market.  There is a worrying industry trend whereby a large number of individuals admitted as attorneys do not practice. This is mainly as a result of the attraction and high demand for attorneys outside of the practice environment.  In the event of not being able to obtain the required skills, most legal firms generally poach staff from other firms.

SASSETA Sector Skills Plan 2011 - 2016 4.2.5 Policing  The police invest heavily in a wide range of skills and occupations on a continual basis.  It is difficult to compete with private sector wages and conditions of service in order to retain skilled workers.  The SAPS has been growing over the years due to the persistently high crime levels in the country. The supply constraints facing the Service relate both to the absolute numbers of people available in key occupations such as investigation and forensics, and in the quality of skills of workers and new entrants.  Entry level requirement for the police service is a school leaving certificate but the quality of provision at that level is less than ideal. Thus, many police officers, particularly in poor and rural areas lack basic literacy and numeracy skills needed for core functions such as taking statements from witnesses, preparing reports, and the use of technology.  The subsector is currently using private institutions much more than public institutions to meet its training requirements. The ratio is currently approximately 80%:20% in favour of private institutions.  The quality of training content provided by the public institutions is not at the levels that are acceptable to the SAPS.

4.2.6 Private Security Industry  The private security industry is one of the fastest growing industries in South Africa and the range of occupations is wide, from the low skilled to the highly complex.  The needs are similar to those of the police, ranging from basic literacy and numeracy to high level investigation and analysis.  The Private Security subsector is currently using private institutions much more than public institutions. The ratio is 95%:5% in favour of private institutions.  The Employers believe that higher success can be achieved through-on-the- job training. This is an indication of the dissatisfaction at the quality of training being provided by the training institutions.

4.3 Medium Term Strategy Strategic Objectives are outlined and key performance areas, performance indicators and related targets for year one to year five identified.

Targets have been agreed with stakeholder representatives to meet the stated objectives of NSDS III.

Zongezile Baloyi Chief Executive Oficer

SASSETA Sector Skills Plan 2011 - 2016 ______

Chairperson of the Board:

______

SASSETA Sector Skills Plan 2011 - 2016 LIST OF ACRONYMS AND ABBREVIATIONS

AIDS Acquired Immunodeficiency Syndrome ATR Annual Training Report CAS Crime Administration System DCS Department of Correctional Services DHET Department of Higher Education and Training DoD Department of Defence and Military Veterans DoJCD Department of Justice and Constitutional Development DoL Department of Labour FET Further Education and Training HDI Historically Disadvantaged Individuals HIV Human Immunodeficiency Virus HRD Human Resource Development ICD Independent Complaints Directorate JCPS Justice, Crime Prevention & Security NIA National Intelligence Agency NQF National Qualifications Framework NSDS National Skills Development Strategy OFO Organising Framework for Occupations PSIRA Private Security Regulatory Authority SAPS South African Police Services SASS South African Secret Service SASSETA Safety and Security Sector Education and Training Authority SDA Skills Development Act SDF Skills Development Facilitator SETA Sector Education and Training Authority SIC Standard Industrial Classification SSP Sector Skills Plan SSS Secretariat for Safety and Security UN United Nations VCT Voluntary Counselling and Testing WSP & ATR Workplace Skills Plan & Annual Training Report

SASSETA Sector Skills Plan 2011 - 2016 LIST OF TABLES AND FIGURES

Table 2.1: SASSETA Scope of Coverage Table 2.2: DCS Programmes Table 2.3 Main business activities for Policing Subsector Table 2.4 Amendments to the legislation pertaining to the Corrections subsector Table 2.5 Economic factors: Policing Table 2.6: Categories of employees identified to be at high risk of contracting HIV/AIDS and related diseases Table 2.7 Social factors: SAPS Table 2.8 Technological factors: SAPS Table 2.9 Social influences affecting the Security subsector Table 3.1 Vacancies in selected occupations as of 1 April 2010 Table 3.2 Estimated Replacement demand in selected critical occupations Table 3.3 Employment in the legal services subsector Table 3.4 Vacancy rate (permanent posts only) by selected occupation Table 3.5 DoJCD estimated replacement demand 2011-2016 Table 3.6 SAPS vacancies in selected occupations Table 3.7: Scarce and Critical Skills 2010/11 Table 4.1 Results of the National Senior Certificate Table 4.2 Results of the National Certificate Examinations at FET colleges Table 4.3 Results of the National Certificate (Vocational) Examinations at FET colleges Table 4.4 Skills gaps in the Department of Correctional Services Table 4.5 Skills gaps in the Department of Defence Table 4.6 Skills gaps in the Department of Justice Table 4.7 Skills gaps in the Legal sub-sector Table 4.8 Skills gaps in the Policing sub-sector Table 4.9 Priorities for provincial crime prevention training Table 4.10 Top up skills: Private Security Figure 2.1 Race Profile Figure 2.2: Gender Profile Figure 2.3 DCS Race and Gender Profile Figure 2.4 Workforce Profile: G4S Care and Justice Services Figure 2.5 Workforce Profile: Kutama Sinthumule Correctional Centre Figure 2.6: Occupational categories: Department of Defence Figure 2.7 Workforce Profile: Legal Aid SA Figure 2.8 Workforce Profile: Department of Justice and Constitutional Development Figure 2.9: SAPS Race and Gender Profile

SASSETA Sector Skills Plan 2011 - 2016 Figure 2.10 SAPS People with Disabilities Figure 2.11 Workforce Profile: Independent Complaints Directorate Figure 2.12: Active registered private security businesses Figure 3.1 Department of Corrections demand for skills by occupational group Figure 3.2 Department of Defence employment by SASCO categories Figure 3.3 Employment in Legal Aid SA by SASCO Figure 3.4 Age profile of Legal Aid SA Figure 3.5 All DoJCD posts by salary level Figure 3.6 SAPS Occupational Profile (SASCO) Figure 3.7 Private Security Occupational Profile Figure 3.8 Educational profile of the private security sector Figure 4.1 Enrolment in Law and Public Administration at All Universities Figure 4.2 Graduates in Law and Public Administration at All Universities

SASSETA Sector Skills Plan 2011 - 2016 TABLE OF CONTENTS

SASSETA Sector Skills Plan 2011 - 2016 CHAPTER 1 INTRODUCTION “ In accordance with the Skills Development Act (SDA) section 10(1) (a) each Sector Education and Training Authority (SETA) is required to develop a Sector Skills Plan (SSP) within the framework of the National Skills Development Strategy (NSDS).”i

The Department of Higher Education and Training (DHET) expects each SETA to submit a credible economic and labour market review of its sector by the 30th June 2010 that will be presented before an Expert Review Panel. The sectoral analysis will form the basis for the SSP to facilitate the identification of the sectors’ skills shortage, gaps and supply; and identify the relevant strategies and activities effective to address the constrains within the sector that will hamper effective utilization and development of skills crucial to achieve the government’s priorities.

The purpose of this document is to define the scope of the Safety and Security Sector Education and Training Authority (SASSETA), the role of the subsectors and their demographics, the equity profile of the sector, the implication of the equity profile on skills development for the next five years as the base to outline strategic intervention to promote an inclusive society, economic growth and improve delivery of public services.

The Draft NSDS III Framework and the guidelines for the DHET have emphasised the use of different methods to gather data. Given the time constrains to produce this document; SASSETA had to rely heavily on the information that was readily available as of the 31st March 2010. The data was gathered from the Workplace Skills Plans & Annual Training Reports submitted in June 2009 and the Annual Reports for the financial year 2009/10. SASSETA received a total of 1049 WSP/ATR during 2009/10 financial year of which 577 were from the Private Security sector , 463 from the Legal sector, 1 from Policing sector, 5 from Corrections , 1 from Defence and 2 from Justice sectors. Also during the months of June and July 2010 SASSETA conducted stakeholder consultative workshops in order to beef up the information gathered from WSP/ATRs

This document outlines the business activities of the Safety and Security SETA (SASSETA) economic sectors, offers an overview of the entities in each subsector and their occupational profiles. In addition an analysis is undertaken of the political, economic, social, technological, environmental, rural-urban divide and legislative factors that may influence change in the sector and their implications on skills development. This information forms the basis of considering education, training and development needs of the SETA’s constituency for the present as well as for the future.

SASSETA Sector Skills Plan 2011 - 2016 CHAPTER 2 PROFILE OF THE SECTOR

2.1 COMPOSITION OF THE SECTOR

SASSETA’s constituent economic entities are government, business, and personal service industries geared towards the maintenance and promotion of safety and law and order within and outside the borders of South Africa. The enterprises in SASSETA’s scope of coverage include private and public enterprises that are grouped into seven sub-sectors consistent with the Standard Industrial Classification (SIC) system used to classify industries (Government Gazette N. 265, 1998).

Table Chamber Description N. of 2.1: Employees SASSE TA Scope of Cover age SIC COD E 9110 Policing The South African Police Service 186,495 A* (SAPS) The Independent Complaints 272 Directorate (ICD) 186,767 9110 Corrections The Department of Correctional 41,343 B* Services (DCS) and private correctional services providers Kutama Sinthumule Correctional 477 Centre G4S Care and Justice Services 14 Khensani Correctional Service 73 41,908 9110 Justice The Department of Justice and 18,181 C* Constitutional Development (DoJCD) 9110 Defence The Department of Defence (DOD) 74,596 D* 9110 Intelligence The National Intelligence Agency (NIA) Not Available 4 Activities 9110 The South African Secret Service Not Available 5 (SASS) 8811 Legal Services Legal and paralegal services 56,553 0

SASSETA Sector Skills Plan 2011 - 2016 Figure 2.1 Race Profile Table Chamber Description N. of 2.1: Employees SASSE TA Scope of Cover age SIC COD E Sheriffs 286 Legal Aid Board South Africa 2476 59,315 8892 Private Private security, investigation, and 387,544 0 Security and polygraph services Investigation Activities Source: WSP & ATR 2010/2011 from the SAPS, ICD, Legal Aid Board, the Annual Report 2008/2009 from the DCS, DoD, DoJCD, the Law Society of South Africa 2008 National Survey of the Attorneys’ Profession and PSIRA. * This SIC code does Not exist in the original classification. It was added for defining the sub-sector for the demarcation of SETA jurisdiction.

2.2 GENDER AND RACE PROFILE

Disaggregated data was available for the Policing, Corrections, Justice, Defence and Legal Services subsectors which illustrated that African comprised about 70% in all the sectors except legal services in which there was a disproportionate dominance of whites.

Source: Consolidation of sub-sector profile data

Figure 2.2: Gender Profile

The data also indicates that in general the sector is male dominated with an approximate 60:40 split.

SASSETA Sector Skills Plan 2011 - 2016 2.3 SUBSECTOR CHARACTERISTICS

2.3.1 Corrections South Africa has the world's seventh highest number of people in incarceration - outranking countries with up to nearly five times South Africa’s population. The country's biggest prison population is at Johannesburg Medium A, which is meant to house some 2,630 offenders but has 6,973 unsentenced prisoners. The Department of Correctional Services (DCS) is responsible for managing persons awaiting trial, convicted offenders, and persons on parole and probation.

The DCS has been inclined to re-examine its core objectives and reprioritise its resources in line with the National Crime Prevention Strategy. Thus the Department’s focus has shifted to transforming South African prisons from being so-called "universities of crime" or “criminal headquarters” into effective rehabilitation centres that produce skilled and reformed individuals who are capable of successful reintegration into their communities as law- abiding citizens (DCS, Annual Report, 2008/09). The DCS acknowledges that for meaningful rehabilitation to take place, a safe and secure environment must prevail and reducing overcrowding will go a long way in realizing this goal. Thus the DCS has been relentless in seeking solutions with partner departments.

Main Business Activities

The aim of the DCS is to contribute towards the maintenance and protection of a just, peaceful and safe society, by enforcing court-imposed sentences, detaining offenders in safe custody under humane conditions and promoting the social responsibility, rehabilitation and development of all offenders and persons subject to community corrections. The DCS is responsible for the administration of 240 correctional centres (which include minimum, medium and maximum security correctional centres) and which according to the DCS website accommodated 166 267 offenders as at the end of April 2009. The corrections subsector is constituted of the Department of Correctional Services and three private correctional facilities, G4S Care and Justice Services, Kutama Sinthumule Correctional Centre and Khensani Correctional Services.

The DCS performs its functions through seven programmes:

SASSETA Sector Skills Plan 2011 - 2016 Table 2.2: DCS Function Programmes Programme Administrati Provides support functions for all service delivery by the on Department including administrative, management, financial, ICT, and research and policy co-ordination Security Provides safe and healthy conditions for all persons incarcerated, consistent with human dignity, and provides security for personnel and the public Corrections Provides needs-based correctional sentence plans and interventions, based on an assessment of the security risk and criminal profile of individuals Development Provides needs-based personal development services to all offenders Care Offers needs-based care programmes aimed at maintaining the well-being of incarcerated persons in the Department’s care Social Supplies services focused on offenders’ preparation for Reintegratio release, their effective supervision after release on parole, n and on the facilitation of their social reintegration into their communities Facilities Ensures that physical infrastructure supports safe custody, humane conditions, and the provision of corrective services, care and development, and general administration

Demographic Profile Figure 2.3 DCS Race and Gender Profile

The DCS had a workforce of 41 343 as at 31 March 2009. The racial composition indicates that Africans are the majority employees and make up 70% of workforce and Indians are the smallest racial category (1.7%). The department’s workforce profile indicates that it is predominantly staffed by males. Within the workforce there are 282 employees with disabilities.

SASSETA Sector Skills Plan 2011 - 2016 The two private correctional facilities employ a total of 461 employees who are predominantly African male. Kutama Sinthumule Correctional Centre reported that it employed 7 people with disabilities.

Figure 2.4 Workforce Profile: G4S Care and Justice Services

Source: G4S Care and Justice Services WSP & ATR 2010/11

Figure 2.5 Workforce Profile: Kutama Sinthumule Correctional Centre

Source: Kutama Sinthumule Correctional Centre WSP & ATR 2010/11

2.3.2 Defence

The Defence subsector is composed of the Department of Defence and Military and as of 31 March 2009, had a staff complement of 74 596. The Department of Defence (DoD) comprises of a civilian Defence Secretariat and the SA National Defence Force (SANDF). The Defence Secretariat includes divisions that administer defence policy and planning, financial management, defence material and the defence enterprise management information system. The SANDF comprises of the Army, the Air force, the Navy, the Military Health Service, Joint Operations and Corporate Staff divisions. In addition, the Defence Force has a number of support divisions that govern human resources, legal services, logistics and other related support occupations.

SASSETA Sector Skills Plan 2011 - 2016 Main Business Activities The Defence Force is primarily responsible for the defence and protection of the sovereignty and territorial integrity of the state. In recent times it has been tasked with participating in internationally mandated peace support and post conflict reconstruction operations in for instance Burundi, Sudan, Cote d’Ivoire as well as further afield in Nepal and has also been engaged in disaster relief activities in Mozambique. Internally, the force has been deployed locally to provide support to the SA Police Service (SAPS) by exercising borderline control, rural safe guarding and most recently to quell xenophobic violence. Thus, although South Africa is not engaged in any military conflict, over the past decade its forces have been involved in military and post military campaigns across and beyond the continent.

Demographic Analysis SANDF has been downsizing in order to rationalize expenditure and in the absence of any foreseeable external military threat the downsizing trend is likely to continue especially as the DOD actively seeks to realise the recommendations of the Defence Review (1998), which envisaged an optimal force size to be 70,000 full-time personnel. Downsizing has been achieved by means of natural attrition (resignations, retirements, transfers, discharges and death), voluntary severance packages and the voluntary non-renewal of short and medium term contracts.

Figure 2.6: Occupational categories: Department of Defence

Source: DoD Annual Report 2008/09

The Defence subsector is predominantly male (75%). However in the professional category females comprise 52% of the occupational category. The leadership structures of the Defence sub-sector are based on military ranks, which do not correspond with OFO classifications, but rather are dispersed across the occupational categories. Thus the category of senior officials and managers is not reflective of the actual profile of the managers within the SANDF.

2.3.3 Intelligence

SASSETA Sector Skills Plan 2011 - 2016 Main Business Activities The intelligence establishment obtains information for the state, both public and private in aid of national stability and security. Thus, the mandate of intelligence services is the collection and analysis of intelligence which can be broken down into in the following areas: counterintelligence which protects the country from other countries’ intelligence gathering operations, political intelligence that is necessary to shape the governments foreign policy, economic intelligence on events and developments that have an effect on the currency or on the economy in general, border intelligence to ensure the integrity of border, terrorism in order to avert any acts of terror, special events to ensure that the country is secure to successfully host events and organized crime and corruption to combat organized crime activities.

Employment Profile The need for secrecy in intelligence services means that the activities and performance of intelligence agencies can’t be as transparent as those of other government departments as this may compromise their efficacy. Thus the intelligence services do not disclose the number of people in its employ, nor do they disclose publicly where their members are posted. Being an information service where the primary resource is its people, these measures are intended to ensure the safety of members who often find themselves in volatile and hostile environments.

2.3.4 Legal

The constituent organisations that compose this subsector are predominantly private enterprises that are closely associated to the justice subsector, the Legal Aid South Africa and the Sheriffs.

Main Business Activities Legal Firms: The legal practice industry consists of independent private practices or legal firms that use the services of advocates, attorneys and paralegal practitioners but excludes legal professionals employed in corporate services. The subsector provides an array of legal services to its clientele. While legal firms may offer a wide range of legal services while many lawyers specialise in a specific area where the selection of services includes the following: o Litigation – the representation of a client’s interests during dispute resolution proceedings, o Defence – the representation of a client during a criminal trial and anything in connection therewith, o Alternative dispute resolution – the resolution of disputes through means other than having a matter adjudicated by a Court, including mediation and arbitration,

SASSETA Sector Skills Plan 2011 - 2016 o Provision of general legal advice – this is often done by law clinics and paralegal practitioners, o Other areas of specialization include the drafting and management of contracts, the Administration of trusts and estates, Conveyance, Personal injury and Road Accident Fund claims, Patent and trade mark law, and Labour relations.

Legal Aid South Africa: This is an independent statutory body established by the Legal Aid Act (1969) as amended with the objective to render or make available legal representation to indigent persons. The core business of Legal Aid SA is to deliver legal services from 64 Justice Centres established throughout South Africa, through six Regional Operational Offices and National Office.

Figure 2.7 Workforce Profile: Legal Aid SA

Source: Legal Aid SA WSP & ATR 2010/11

The workforce is predominantly African and has an almost equal spread between males and females. Employees with disabilities comprise just 0.9% of the workforce.

Sheriffs: The Sheriff is an impartial and independent official of the Court appointed by the Minister for Justice and Constitutional Development. The Sheriff or Deputy Sheriff must serve or execute all documents issued by our courts and these include summons, notices, warrants and court orders.

As indicated on the Sheriffs’ website, 80% of the offices are not economically viable. The sample of data available from the WSP and ATR does not suffice for deductions to be made. SASSETA needs a viable strategy to collect data and plan accordingly to assist in the transformation of this industry.

2.3.5 Justice

The subsector is constituted by the Ministry of Justice and Constitutional Development, as a single department with a constitutional mandate to uphold and protect the Constitution and the rule of law in the interest of a safer and more secure South Africa. The Department of Justice and Constitutional Development has six programmes, namely: Administration, Court Services, State Legal Services, Auxiliary and Associated Services, Magistrates and Judges.

Main Business Activities The main activities of the Justice subsector are to:

SASSETA Sector Skills Plan 2011 - 2016  Facilitate and adjudicate the criminal matters and the resolution of civil disputes  Prosecute criminal offences in all criminal courts and the investigation of certain offences  Deliver legal and advocacy services to the community to promote access to justice  Provide and manage of court facilities  Deliver legal advisory services to, and representation of the state  Develop the Constitutional, including the education of the public and government officials with regard to constitutional rights and obligations, and monitoring the implementation of the Constitution  Develop legislation Facilitate the administration of deceased and insolvent estates, curatorship and tutorship, the liquidation of companies and close corporations, the registration of trusts and the management of the Guardian’s Fund.

Demographic Profile Females comprise 58% of the workforce within the Justice subsector. The workforce is predominantly African (70%).

Figure 2.8 Workforce Profile: Department of Justice and Constitutional Development Source: DoJCD Annual Report 2008/09

There are 159 employees with disabilities with an almost proportional gender split. However, the number of employees with disabilities continues to gradually decrease from 185 as at the year ending March 2005 to the current number.

2.3.6 Policing

The member organisations of this sub-sector are essentially involved in the prevention, investigation and the combating of crime in general in order to ensure the safety of all persons within the borders of South Africa. They are expected to maintain public order; protect and secure the inhabitants of the Republic and their property; uphold and enforce the law and support successful prosecution of offenders.

Serious violent organized crime remains a crucial focus of the sub-sector. Although the subsector have not met the targets set by the government, considerable strides have been made in setting up effective structures such as the Directorate for Priority Crime Investigation (DPCI) to enhance its capacity to deal not only with violent organized crime but also the illicit drug

SASSETA Sector Skills Plan 2011 - 2016 trade and commercial crime. This sub-sector comprises of the following entities and each has a role to play as mentioned hereunder:

Table 2.3 Main business ROLE activities for Policing Subsector SUB-SECTOR ENTITY

The South African Police Responsible for the general safety and security of Service (SAPS) the public

The Directorate for Otherwise known as the Hawks are a Priority Crime multidisciplinary agency that investigates and Investigation (DPCI) prosecutes organised crime and corruption. It is specifically mandated to deal with crimes committed in an organized fashion (high-level crimes of national impact) and is a unit of The National Prosecuting Authority of South Africa.

The Secretariat for Safety Has transversal civilian oversight capability on and Security (SSS) the governance, service delivery and resourcing of the South African Police Service including the monitoring and evaluation of the implementation of the policing policy by SAPS.

The Independent Has an oversight role and is an independent Complaints Directorate police complaints body whose mandate is to (ICD) investigate complaints of misconduct and criminality allegedly committed by members of the Police and to propose reforms to reduce the incidence of the behaviour that gives rise to complaints.

The entities function within the framework provided by the Justice, Crime Prevention and Security (JCPS) Cabinet Cluster which coordinates joint crime prevention initiatives in South Africa and all function under the political leadership of the Minister of Safety and Security.

Demographic Profile  SAPS The South African Police Service (SAPS) as of 31 March 2009 had a total personnel complement of 182 754 (up from 131 500 in 2003). However,

SASSETA Sector Skills Plan 2011 - 2016 according to the SAPS WSP & ATR 2010/11, as of 1 April 2010, the total number of SAPS employees has increased by a further 3 741 staff members to 186 495. The personnel is predominantly made up of African males. The SAPS workforce, is predominantly male (68%), with only 32% being female. The SAPS has achieved and even slightly surpassed its policy ideal target of 30% female representivity by 2010. People with disabilities form only 0.6% of the total workforce.

Figure 2.9: SAPS Race and Gender Profile

Source: SAPS WSP & ATR 2010/11

Figure 2.10 SAPS People with Disabilities

Source: SAPS Annual Report 2008/09

The SAPS is making good progress in relation to the ideal 75/25 ratio of the employment equity targets. It is pleasing to note that the SAPS is currently the leading policing agency worldwide in gender representivity or balance.  ICD As of 1 April 2010, according to the ICD WSP & ATR 2010/11, the ICD has a total staff complement of 272.

Figure 2.11 Workforce Profile: Independent Complaints Source: ICD Directorate WSP & ATR 2010/11

There is a fairly even split between males and females in the ICD while only 0.7% of the staff complement are employees with disabilities. There has been an overall increase in the workforce but a decrease in the number of employees with disabilities.

 The Secretariat for Safety and Security and the Directorate of Priority Crime Investigation The Secretariat for Safety and Security has 45 posts within its 6 divisions. It performs its functions at national and provincial levels and is therefore represented in national and provincial governments.

The Directorate of Priority Crime Investigation (Hawks) is an autonomous agency with four regional offices in Pretoria, Gauteng (responsible for provinces in the northern part of South Africa), in East London responsible for the Eastern Cape, in Cape Town (responsible for the region covering the

SASSETA Sector Skills Plan 2011 - 2016 Western and Northern Cape) and the Durban office which covers KwaZulu- Natal and the Free State provinces. The agency comprises about 500 employees.

2.3.7 Private Security

Main Business Activity Persistently high levels of crime have led to a changing landscape of policing in South Africa and many other countries. Policing entities no longer operate in isolation from one another and increasingly an integrated and diverse complexity of entities may engage with each other on a daily basis. For instance, a community may be secured not only by the state police, but by private security patrols, metro police and neighbourhood watch organisations or other voluntary community patrol systems working to secure the same area, possibly in a co-operative ‘network’. Thus within this environment the importance of the private security industry can’t be underscored. The private sector industry is involved in private policing activities and this include a range of activities ranging from provision of daily security and security related activities such as guarding, armed response, private investigation, risk / security consultancy, manufacture and distribution of security equipment and so forth. Due to the nature of the services performed by the Private Security industry, this subsector is closely affiliated to the Policing and Correctional Services subsectors.

The industry provides a broad range of services to its clients including state institutions, which are increasingly made of private providers of security services. These services include but are not limited to the following:  Guarding – guards fixed assets and property such as buildings, shopping complexes and schools. Other services offered by this sector include the patrolling of privately owned public spaces and the policing of strike action.  Armed response – this service entails the installation of electronic security systems linked to a central control room, which is responsible for deploying armed response personnel when required.  Assets-in-transit – includes companies who run both cash-in-transit and guarding services.  Electronic hardware – includes installers of alarms and other security devices.  Private investigation and risk management – which includes private investigators and risk consultants. Some private investigators also operate as debt collector and tracing agents. Lawyers may use the services of investigators to trace witnesses or obtain information

SASSETA Sector Skills Plan 2011 - 2016 that may be vital to their clients’ case. Businesses make use of private investigators to counter economic espionage. They also enlist the services of risk consultants to advise them on security related matters.  Close Protection Services (bodyguards) – specialize in the protection of individuals in a wide range of situations.  A growing number of private security companies are developing specialised private investigation sections to investigate irregularities within their own companies and to service some of their clients’ needs.  Event and crowd management – safety promotion during special events (such as sports events, concerts, and so forth).  Civil aviation – the protection of airports.

 National key point – protection of public institutions (such as SABC, and so forth).

 Ports security – the protection of ports.

SASSETA Sector Skills Plan 2011 - 2016 F i g u r e

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A c t i v e r e g i s t e r e d p r i v a t e s e c u r i t y

SASSETA Sector Skills Plan 2011 - 2016 Source: PSIRA Annual Report 2008/09 and PSIRA May 2010

According to the PSIRA Annual Report 2008/09, there are 6 392 registered and active security service businesses in March 2009 compared to 5 504 in March 2008 represents an increase of 16%. As of May 2010 PSIRA recorded 7 710 active registered private security businesses. According to the PSIRA May 2010 data:  The sector continues to be concentrated in Gauteng (36%) and KwaZulu Natal (16%).  Limpopo has now overtaken the Western Cape in terms of the total number of the second largest number of active registered businesses.  3% of private security firms are located in the Free State. The Free State province has seen an increase of 45% or registered active businesses since 2008.

The above profiling of the sector highlights possible areas where interventions can be introduced to redress inequalities with regard to race, gender and disability, in order to achieve equitable representation in all occupational categories and levels of employment that broadly reflect the diverse profile of the South African population.

SASSETA Sector Skills Plan 2011 - 2016 2.4 DRIVERS OF CHANGE

This chapter provides an analysis of the subsectors by focusing on policy and legislative issues, social influences impacting on the subsectors, economic effects, technological developments, labour organizations and explores the urban-rural divide.

The analysis presented is guided by the nature of available information from secondary data sources as well from the participation of key stakeholders within each of the subsectors who participated in the WSP consultative workshop as well as the subsector focus group workshops. As the flow of information is not perfect, it was not possible to obtain all required documentation from the stakeholders. However, the engagement between the SETA and the subsector has been very successful during the information gathering and consulting process.

2.4.1 Corrections

2.4.1.1 Policy & Legislative Context of the Subsector

Changes in legislation and pending amendments are likely to affect the sector. Amendments affecting the Corrections subsector are highlighted hereunder.

Table 2.4 Amendments to the legislation pertaining to the Corrections subsector The Criminal Procedure Amendment Bill, 2010 Magistrates’ Court Amendment Bill, 2010 and the Memorandum on the Objects of the Magistrates’ Courts Amendment Bill, 2010 Judicial Matters Amendment Bill, 2010 and the Memorandum on the Objects of the Judicial Matters Amendment Bill, 2010. Additional amendments for inclusion in the Judicial Matters Amendment Act, 2010 Protection from Harassment Bill, 2010 [B1-2010] - The Bill is intended to make provision for the issuing of protection orders against harassment; to amend the Criminal Procedure Act, 1955, so as to provide for an increase of the amount which may be fixed by a magistrate in respect of a recognisance as security to keep the peace Protection of Personal Information Bill, Bill 9 of 2009 Constitution Seventeenth Amendment Bill of 2009 Constitution Eighteenth Amendment Bill of 2009 and State Liability Bill, 2009 The Prevention and Combating of Trafficking in Persons Bill Criminal Law (Forensic Procedures) Amendment Bill Traditional Courts Bill , 2008 - (Policy Framework on the Traditional Justice System under the Constitution) Memorandum on the Objects of Traditional Courts Bill , 2008

SASSETA Sector Skills Plan 2011 - 2016 Correctional Services Amendment Act 25 of 2008 Correctional Matters Amendment Bill, 2010

2.4.1.2 Economic Environment

Effect of the performance on the economy on the subsector

The budget cuts that the government departments are experiencing have a direct impact on the operations of the Department of Correctional Services. The subsector cites the lack of funds as a contributor to the inability to execute some of its key strategies. As a result, there is a constant need to re-prioritise in order to make the most efficient use of the available resources.

It is of utmost importance that the Corrections subsector continues to operate within human rights framework. Therefore, the option to reduce the living conditions and standards of offenders is not feasible as it will in the medium to long term have an effect on the rehabilitation of the offenders. The department can’t compromise on rehabilitation programme in any way as the way of doing things are constantly changing. In addition, the relationships with the human rights groups will be compromised.

The department recognises the need to maintain the infrastructure quality standards – especially as security is concerned in the day to day operations.

Other Economic factors that have a bearing on the Corrections subsector include the need to possibly revisit and review the Medium Term Expenditure Framework (MTEF) as 60% of the subsector’s budget is spent on personnel costs alone. However, it must be Noted that personnel costs are generally one of the highest expenses for any organisation.

Another consideration is the mind shift towards using the farms and workshops (e.g. where offenders make furniture) for the benefit of DCS. The organisation currently sells some stock that is manufactured such as furniture to other government departments.

2.4.1.3 Labour Organisations

The major trade union players in the Department of Correctional Services are PSA and POPCRU. The others are NEHAWU and SAPU (Mainly engage for disciplinary hearings)

2.4.1.4 Social Influences

One of the biggest social factors that have a direct effect on the DCS is the ever changing nature of crime. In South Africa, there is an increase in the

SASSETA Sector Skills Plan 2011 - 2016 more aggressive crime as well as sexual offences. In addition, organized crime is on the rise. As a result, you will find that recent offenders are now more educated and as such able to manipulate the system and outsmart the organisation. These offenders are in turn also well resourced.

Xenophobia is another new crime that the DCS may not yet be geared to properly rehabilitate the offenders.

Gangsterism continues to be a problem within society and in South African correctional centres. Cape Town has the highest incidences and the problem in KwaZulu Natal is escalating. Both civil and prison gangs really make DCS jobs difficult to carry out. There is a need to stay one step ahead of them in terms of intelligence and unfortunately this is not always possible.

There is a notable influx of young offenders with the majority within the ages of 18 to 35 years. This is a result of the incarceration of child-headed households due to HIV/AIDS. In addition the changing family structures in the country towards adopting the more Western family structure is having an effect on the current youth of today and how homes are run within the communities. Children are taking advantage of the laws that protect children’s rights because they are aware that the parent or school can’t do anything to them. Also, the increase in substance abuse among South African youth can’t be ignored. The Western Cape continues to have the highest problem and poses the biggest challenge in addressing the problem.

Another developing trend is the somewhat increase in offenders being given longer term sentences. As a result, the organisation’s programmes need to be aligned.

The introduction of long working hours from 8 hours to 12 hours may also result in several social problems within the department more-so during the staff off days. For example: o Substance abuse o Moonlighting o Will expose staff more as they will have several days a week to be idle at home

Unfortunately the department’s current training does not focus on how to manage the new trends and developments in the profile of crimes or types of crime. Therefore, the staff are Not well equipped and training programmes will need to be geared to cater to the changes within the subsector and society as a whole.

2.4.1.5 HIV & AIDS

SASSETA Sector Skills Plan 2011 - 2016 Comprehensive HIV & AIDS programmes and services have been implemented in 50% of the Management areas. In total 72 746 offenders participated in HIV & AIDS sessions against the target of 19 500.

2.4.1.6 Technology

Security technology has been implemented during the past 5 years. However, most staff continue to see technology as a threat as opposed to an enabler. As a result, awareness of the benefits need to be highlighted to employees in order ease the fears. Knowledge of basic technology is still a challenge with 15 000 employees out of 41 000 using computers. However, it must be noted that some of the corrections centres allow inmates to have laptops. This poses a challenge for the correctional officers as the offenders are becoming smarter and may manipulate the officers.

Private correctional centre G4S Care and Justice Services have executive training for their staff on basic computer usage so developments are underway to address the technology barriers faced by staff. It has been indicated that one of the difficulties in keeping abreast with technology is that the subsector is currently lacking basic technology. The existing technology is slow and sometimes prone to virus attacks.

One of the biggest barriers to introducing technology is the problem of overcrowding. The organisation’s stakeholders acknowledged that the current design and structure does not cater to the easy implementation of technology.

2.4.1.7 Urban/Rural Divide

DCS does have challenges regarding the rural areas. The key challenges faced by the rural employees are:

o Infrastructure development is lagging behind o There is a lack of manpower as most individuals do not wish to work in a rural location o There is N room for growth in rural areas therefore retention of staff is difficult o Working conditions are different to urban and are thus not as ideal o Better urban facilities are attracting rural employees thus the skills gap continues o Training is accessible, however the only challenge is suitable training facilities o Rural teams experience communication delays. Unfortunately due to an existing top-down management approach, sometimes communication stops with management and is not filtered to other levels of staff

SASSETA Sector Skills Plan 2011 - 2016 o Transportation is a problem in the rural areas

Strategies to close the urban/rural divide. The following proposals are recommended to narrow the rural urban gap:

i. Rural allowance for special groups e.g. pharmacists, nurses ii. Improvement of working as well as living conditions

2.4.1.8 Transformation

According to the Minister of Correctional Services, “the transformation of the department is a long term initiative that will dominate our agenda during the duration of our term”, Department of Correctional Services Strategic Plan 2011/12 – 2014/15. The correctional system strives to transform itself from a militarized institution into a more humane, rehabilitation and development centred system.

The department has a contribution to make in most of the MTSF priorities and one of these strategic priorities is – Strategic Priority 1: Speed up economic growth and transform the economy to create decent work and sustainable livelihoods (Strategies in programme Administration Corporate Services - A.R&M 2.5 Coordinate and monitor improvement of provision, maintenance and management of human resources; Strategies in programme Development E.O 2 Enhance education levels of offenders prioritizing youth and children; E.O 4 Provision of skills development programmes and enhancement of employability. (Department of Correctional Services Strategic Plan 2011/12 – 2014/15)

2.4.2 Defence

The only amendment currently affecting the Defence sector is the Skills Development Amendment Act.

The key labour organisation within the Department of Defence are the PSA, SANDU, SASFU, PAWUSA and NEHAWU.

SASSETA Sector Skills Plan 2011 - 2016 HIV and Aids is a problem within the Defence subsector. The department classifies all employees in general as low risk. The members who are deployed internally in South Africa are classified as medium risk. The high risk members of staff are those who are deployed outside of the borders of South Africa. Several initiatives that address the different risk profiles have been implemented.

The deployment of staff is resulting in an increase in the divorce rates. As a result, this has a negative effect on family structures.

The changing landscape of the country’s education system means that training systems and programmes may also need to adapt.

The aging Defence force means that skills are not being retained as there are N programmes to continue to make use and transfer the skills efficiently.

The abuse of substances continues to be a problem within Defence. This problem is not specific to particular occupations and is a general problem across the organisation.

MSDs are trained for two years and then they are not all absorbed into the department therefore some go back to society and may contribute to crime as they are well trained and jobless.

2.4.2.4 Technology

The DoD has benchmark / up to date technology but there is a lack of awareness. Similar to the other subsectors within SASSETA there is a fear of technology and the sense that technology is brought into the organisation in order to replace human beings.

Access to basic technology in some units is still low as technology is restricted to certain levels (mainly the higher levels). However, people are not trained to use technology. On the other hand, the labour force is still utilizing pen and paper as opposed to computers.

The urban/rural divide does not affect the DoD as it does the other subsectors within SASSETA. There is N difference in terms of training for urban and rural employees – all undergo exactly the same training programmes. In addition, rural employees can easily access training and it is facilitated for them to attend. The one standard of training applied in terms of rural and urban ensures that the same competencies exist within Defence.

SASSETA Sector Skills Plan 2011 - 2016 However, competency tests need to be fully researched and made relevant to the different groups as in general, the majority of the rural applicants are not at the same aptitude level as their urban counterparts who have gone through a better schooling system.

2.4.3 Justice

There are several economic factors that have an effect on the Justice subsector:

The focus group workshop stakeholders agreed that “We train for the sake of training”. Therefore, there is a need to address this in order to control the costs and quality of training. Especially as per the other subsectors, there is not enough budget to execute the Department’s full training plan.

The subsistence and travel allowance claims made by employees who have attended training are resulting in high costs. The Department has since been cutting these costs drastically and is experiencing resistance from some employees regarding attending future training.

The Department of Justice spends a lot of money on training, then, employees leave in search of better prospects. This mobility of employees exists across the age groups and not just in the younger employees.

The recession and tough times are leading to a spike in theft within environments such as the Courts that handle a lot of money. In addition, government litigation is on the increase due to corruption. Other crime is being driven by the high poverty, high unemployment and low education levels in the country.

Interventions to improve the economic situation

 Cost effective analysis  Measure the return on training investment  Monitor the implementation of new skills learnt. E.g. set targets, etc  Need to develop standards for all regions to use  There are trained and accredited mentors and assessors across programmes  The Department can use these new mentors and assessors as internal agents  The same material can be utilised with new learners and other employees  Mentors and Assessors to prepare reports detailing successes and failures  The Department needs to look into impact analysis

SASSETA Sector Skills Plan 2011 - 2016  National Office to empower regions to co-ordinate their own training programmes  It is important to ensure people are skilled and trained to execute their current roles and responsibilities – match the correct job with the correct skills  Budget is a key factor for training in order to improve service delivery

The key labour organisations within the Justice subsector are NEHAWU, PSA, SASAWU and NUPSAWU.

There have been a lot of new HIV/AIDS cases but the Department is responding at a slow pace. The focus group workshop stakeholders indicated that most social issues are handled via the Employee Assistance Programme (EAP). However steps have been taken to reduce the risk of occupational exposure are prevention initiatives that currently cover all employees in the department. This includes HIV and Aids awareness sessions, the HIV Voluntary Counselling and Testing programme, as well as condom distribution as an infection barrier method against HIV.

The Justice stakeholders believe there is an imbalance in the understanding of the organization’s culture thus an organization culture shift is required as employees are struggling to identify with the current ethos of the Department.

Diversity, especially in terms of the different races currently has a negative impact. For example, it even affects training attendance and coordinating of programmes in the regions.

2.4.3.4 Technology

Systems within the Department are being computerized. However, in areas such as the Northern Cape, training of employees to use the new systems is not moving fast enough. This is mainly due to the skills level of the community – most are not computer literate. The current systems need to be in sync with each other to avoid duplication of efforts.

The Department of Justice has tried to introduce E-learning but found that the environment is not yet ready for it. There is lack of awareness within the organization of the role and importance of technology. For example, the organization is still on MS Office 2003.

SASSETA Sector Skills Plan 2011 - 2016 As is the ongoing problem everywhere, there is a fear of being replaced by technology. As a result, you will find that certain functions such as the Courts are resisting the transition. In addition, it is interesting to note that in term of service delivery, it was highlighted in the focus group discussion that the Courts are currently not equipped to handle new functions.

Technology is currently not necessarily being used for the benefit of the organisation. For example, the IT bills are high and personal usage is also fairly high thus slowing down systems.

The Department of Justice is affected by the urban/rural divide and there is a disparity between the functions in rural and urban.

Although budget is available for some of the Department’s programmes, there is an overall budget constraint problem. The regions’ recruitment process needs to be reviewed and fair when it comes to affording opportunities to the rural communities.

Strategies to close the urban/rural divide

 Access to justice for all  There is a need to ensure that advertisements are posted everywhere including rural areas to give everyone who qualifies a fair chance  Collaboration with the Department of Labour in order to get reach  Enable communication with the national office  Expansion of stakeholder base through networking  All regional training committees need to include rural area representatives

The focus group workshop stakeholders expressed their commitment to bridging the gap between urban and rural, especially in the deep rural areas where there is a high number of unemployed graduates.

The silo mentality is still posing a challenge and continues to be one of the barriers to the Department’s transformation

In addition, the Department does not easily adapt to change. For example, employees are not included in discussions. Decisions are usually made at the top and come to the lower levels as policy that must be implemented. The top down approach thus still exists within the Department of Justice. Therefore, the Department’s management is still resistant to change. There is a need for a systematic approach to bring management into a new

SASSETA Sector Skills Plan 2011 - 2016 mindset and new way of doing things. The senior management coming in from the private sector need to adapt to the public sector way of working.

There are constant structural changes within the Department but these are not implemented as it seems the department is more into acquiring quick fixes.

Employees ignore accountability and there is an abuse of rights.

Unfortunately the stakeholders feel there is no cultural diversity in the DoJCD. In addition, external factors such as politics have an effect on transformation within the Department.

2.4.4 Legal

The key amendment that may affect the subsector are changes to the Legal Practice Bill which once passed, the Legal Practice Act will replace The Attorney’s Act and The Admission of Advocates Act

The recession has had a negative effect on business and profits in the legal practice industry. In addition, the introduction of the National Credit Act (NCA) has also contributed to the reduction or lack of business.

The economic slowdown has resulted in a fairly significant reduction in the demand for Attorneys, and support staff practicing Conveyancing, Corporate Law and Debt Collections. On the other hand, the industry is experiencing an increased demand for Labour Law, Mediation, Specialized commercial work, Human Rights cases in the Law Clinics, Skilled personnel to handle refugee cases and Skilled personnel in land matters. There are no trade unions for the legal professionals. Whereas PSA and SAPTU are represented within the Legal Aid Board.

There are no trade unions for the legal professionals. The Legal Aid Board employs members affiliated to the Public Service Association and SAPTU.

SASSETA Sector Skills Plan 2011 - 2016 2.4.4.4 Social Influences

There are two key social factors identified that have a bearing on the legal industry: i. Unequal access: The gap between the rich and the poor in South Africa certainly has an effect on legal practices. Legal services (provided by attorneys) are inaccessible for the middle to lower income population. There is also a big demand for the provision of basic services to the poor. ii. Job creation: The structure of the legal practices in South Africa currently excludes previously disadvantaged groups. This continues to be a barrier to entry that needs to be addressed by the legal subsector.

2.4.4.5 Technology

A problem facing the legal subsector is new Information Technology (IT) developments which will result in the downsizing of employees (sometimes called Paralegals) who are below professional level. This increased absorption of IT will necessitate the demand for skilled IT professionals

The current technology does not support e-learning. For instance, the medical profession is using e-learning and this is gradually cascading to legal professionals.

Rural areas, due to the nature of their needs, are serviced by community based Paralegals and Legal Aid. However, rural attorneys are exposed to the latest developments and trends in the legal industry. The benefits of skills transfer is not filtering through to rural areas. The opportunity for career as well as business growth is restricted in rural environments.

The urban based attorneys still take advantage of the opportunities to travel to rural areas for cases, thus reducing the business for rural practices. Unfortunately this is because some clients still prefer to engage with urban based practices. This applies to some rural based clients as well.

Mentorship programmes should be put in place Short courses need to be made accessible

The state of the transformation is currently not at optimal levels in the Legal subsector. The main drivers for the lack of transformation are:

SASSETA Sector Skills Plan 2011 - 2016 . The larger firms have put in the necessary measures in order to become BEE compliant. As a result of this, they continue to enjoy the lion’s share in the legal industry . The smaller legal firms suffer from a lack of exposure. As a result, they are not getting new business and it is too expensive to advertise in above the line media . Smaller firms are also at a disadvantage due to the general public perception of not being as good as the larger firms . Transformation in terms of ownership of firms in South Africa is still poor with the White professionals retaining ownership of the majority of firms. According to the Law Society of South Africa’s 2008 National Survey of the Attorneys’ Profession, 80% of attorneys’ practices in South Africa are fully White owned . The majority of the legal support staff do not have formal training due to the prohibitive high costs to study

Key challenges in addressing transformation

i. The current education system is seen as a barrier ii. Skills development bureaucracy exists iii. Gender inequality: There are 60% females to 40% males enrolled at universities. However, a lot of women move out of the legal profession. In addition, partnership level is skewed to males iv. There is language diversity at tertiary institutions. The Council of Higher Education (CHE) language policy was last reviewed in 2003 and needs to be re-visited

Strategies to transform the subsector

The Legal Practice Charter, which includes scorecards, has been adopted by the legal industry.

2.4.5 Policing

There are no amendments anticipated in the next 5 years to the legislation pertaining to the Policing subsector.

SASSETA Sector Skills Plan 2011 - 2016 The performance of the South African economy influences the whole Policing sector. An increase in crime will result in the need for more police officials in the streets. According to senior SAPS officials when the economy suffers people are likely to lose their jobs. This will have a direct impact on people’s financial situation and they may turn to opportunistic crime such as robberies. The salaries in the policing industry affect employees as financial difficulties can lead to substance abuse and domestic violence. Corruption is also evident which is a serious challenge.

The SAPS Annual Human Resource Plan 2009 – 2010 cites the following economic factors:

Table 2.5 Economic factors: PolicingEconomic factors Potential impact Salary differences: The differences in the public and Medium private sector make the retention of personnel classified as scarce skills in the Department a challenge. The SAPS needs to ensure return on investment. Economic situation – recession: The recession will lead to Medium job losses through companies retrenching employees, thus causing a higher rate of unemployment and ultimately an increase in crime. Labour strikes: More labour strikes and service delivery Medium protests are dominating the labour market creating a high demand for SAPS personnel to manage and control strike actions. Departmental budget: The increase of the Department to High 204 860 personnel by 2011/12 will have a major effect on the number of arrests, cases to court and convictions. Civil claims against the department: The enormous High financial implication of the increase in civil claims against the SAPS is of high concern. Impact of crime on the economy: The farms and High residential homestead attacks are highlighted as an emerging concern and members of the public are of the opinion that specific crime statistics must be available to assist farmers to come up with proactive measures and to establish better co-operation and communication with the Police.

The key labour organizations in the Policing subsector are:

PSA Interaction between management and Labour is not as much as management would like it to be The management at a strategic level is through the chamber

SASSETA Sector Skills Plan 2011 - 2016 The Shop Steward at the junior level interacts with Labour

Solidarity Labour may participate in management discussions However, there is a need for constructive engagement between management and Labour

The effects of HIV/AIDS in the policing subsector are quite high and the main highlighted ones are: Absenteeism, loss of critical skills, impact on placement, financial strain on employees and family and relationship strain, which in turn has an effect on job performance

According to the SAPS Annual Human Resource Plan 2009 – 2010, no information is available on the impact of HIV/AIDS in the Department or related information of the impact of absenteeism on service delivery. However, categories of employees who are the high risk have been identified:

Table 2.6: Categories of Key steps taken to reduce the risk employees identified to be at high risk of contracting HIV/AIDS and related diseases Categories of employees identified to be at high risk of contracting HIV/AIDS and related diseases Detectives Detective surgical gloves are issued to all functional members, detectives, forensic scientists and fingerprint experts Functional police members During safety, health and environmental training, the need for gloves and safe working procedures are explained to members in accordance with the regulations for Hazardous Biological Agents Forensic scientists All members have access to post-exposure prophylactic drugs that are paid for by the Department as employer Fingerprint experts All occupational accidents involving body fluids and blood contamination are reported and being dealt with by the Section: SHE Management, Head Office

The department has designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the Public Service Regulations, 2001 and also established the SAPS HIV/AIDS National Forum at national and provincial levels with quarterly meetings. A sub-section was established within the Social Work Services to manage and implement the

SASSETA Sector Skills Plan 2011 - 2016 HIV/AIDS strategy and all related policies. An annual budget of RX million was allocated to HIV/AIDS in the SAPS. The SAPS implemented VCT-on-site at the different work stations in all the provinces, established 4 mobile Wellness-on-Wheels vehicles for VCT and other medical testing in more remote areas. SAPS has formed partnerships with POLMED, Quasla and the Health Risk Manager. The department is training senior managers as peer educators. Detective surgical gloves are issued to all functional members, detectives, forensic scientists and fingerprint experts. Forensic scientists have access to post-exposure prophylactic drugs that are paid for by the SAPS as employer

The SAPS Annual Human Resource Plan 2009 – 2010 cites the following additional social factors:

Table 2.7 Social factors: SAPSSocial factors Potential impact The outbreak of contagious diseases: E.g. Swine flu Medium (H1N1). Service termination: Poor individual performance High High increase in resignations: Mainly among white High males with an average of 11 years service. Personnel deaths: Mainly in the age category 31-40 High years Public attitudes and opinions: Independent High researchers and criminologists have criticised the statistics of the Department in relation to corruption and fraud saying that the Department is not aware of the extent of corruption and criminal activities within the Department. Crime statistics: The Department is blamed for Not High revealing the true reflection of crime statistics in South Africa. Immigration / migration: Influx of illegal immigrants High pose a threat to service delivery to all members of the community. In addition, it is difficult to determine the gap between the demands of the community versus supply of police capacity. Media views: The perception of the public towards the High police is based on crime statistics and reflects a negative attitude of the public towards the service. Newly appointed personnel: Employees, mainly High between the ages of 20-29 leave the Department after 2- 3 years for other career opportunities. This translates to mainly salary levels 3-6. Promotions: The Department’s Promotion Policy of at High least two (2) year’s service within the current rank before employees are eligible for promotion to the next higher level creates the expectation that after the prescribed

SASSETA Sector Skills Plan 2011 - 2016 period, employees must be promoted, irrespective o the fact that they might Not yet have the necessary skills and experience to move onto the next level. Major events: Demand for more police officials to High maintain law and order. Attitude towards work: Personnel regard sick leave as a High right and part of the conditions of service. Therefore, employees aim to utilize the full quota of sick leave before the end of the 3 year cycle. Sick leave cost the Department an estimated R148 691 million and also resulted in low morale and productivity. Attitude towards careers: As a result of the minimum High allowance, it is evident that trainees are only eager to find a job and Not to pursue a career in the Department.

2.4.5.6 Technology

The SAPS Annual Human Resource Plan 2009 – 2010 cites the following technological factors:

Table 2.8 Technological factors: SAPSTechnological Potential factors impact Property Control and Exhibit Management: The electronic Low System project will replace the paper exercise of the SAP13 and it will minimize the administrative burden on personnel. Detention Management: Information will be captured Medium electronically, which will replace the current SAP14 which is done manually thus reducing the administrative burden on personnel in completing paperwork. Outdated software: The Department requires additional High funds to ensure better service delivery and optimum utilisation of resources. Cyber crime & identity theft: The new developments by High South African banks will assist the Department to minimise fraud cases. Energy use/fuels/electricity: The sharp increases in High electricity tariffs and possibly the oil price for the next few years will affect the Department’s production in terms of the Departmental budget. Internet: There are proper control measures to monitor High the usage of internet and emails. CCTV cameras: Implementation of CCTV cameras to all High Policing precincts will enhance crime prevention and detection. Experienced and skilled personnel will be

SASSETA Sector Skills Plan 2011 - 2016 required to operate the newly introduced equipment. Information and communications: Crime Line is making High tremendous difference in terms of awareness and boosting the image of the Department as well as ensuring recognition of the members who went the extra mile. Automated Vehicle Location (AVL) System: The AVL High System will assist the Department to minimize vehicle misuse and abuse and will lead to the following: Reduced turnaround time to points of interest Improved Customer Service satisfaction Improved operational productivity Reduce risks on staff and valuable assets Reduced fuel and maintenance costs Reduce unauthorised vehicle use Reduce dangerous and negligent driving

The Policing subsector is affected by the urban/rural divide and the rural employees face several challenges as highlighted. As the police are the frontline in the rural areas, it is important that the challenges are addressed in order to improve the working environment. Some of the challenges are: . The community members are unable to go to the police station because it is too far to travel therefore the police have to travel to the community . Rural areas are technologically disadvantaged . Rural infrastructure is not adequately developed . The scarce skills and top up skills situation is worse in rural areas . The rural training institutions are Not easily accessible as the distances to travel are a challenge . The police in the rural communities play multiple roles to service the community

A rural allowance has been implemented in order to attract scarce skills The introduction of mobile stations which will operate on select days

There are an increasing number of female police officers in senior positions. According the to the SAPS Strategic Plan 2010 – 2014, the transformation of the Department must be progressed as a matter of urgency including issues such as representivity, racism, discrimination and effective discipline management.

SASSETA Sector Skills Plan 2011 - 2016 In this respect, existing affirmative action programmes will be continued and where required, additional programmes will be instituted. The improvement of employment equity and gender equity will continue to be a key focus. The Department will continue its drive to ensure that the achievement of the required 2% target of people with disabilities will also be enhanced.

The Private Security subsector anticipates that amendments will be made to the following legislation:

Private Security Industry Regulation Act Firearm Control Act - It will be compulsory for every security officer to be firearm competent.

The industry relies on contracts and when the contract expires then there is nothing employers can do with the employees. According to the Private Security Chamber Chairperson, there is a need to identify how to “recycle” these employees. “How do you make sure that you up skill them” to ensure that if there is going to be downsizing then there is a sound solution in place for the workers. In addition, there is a need to ensure that those who are retrenched have the necessary skills that can be utilised elsewhere. This is one of the core reasons why training should not only be focused on security guard competency only but on up-skilling.

The Private Security Chamber has started awareness and training programmes. The programme started about three months ago and the first batch of security guards has undergone training. It is important for companies to review their internal budget and submit their Work Skills Plans to the SETA because training is very expensive.

There are a total of twenty one (21) labour organizations / trade unions in the Private Security subsector. The major players are: SATAWU, DUSWO, NASUWU, PROWU, SAPSUWU, SANSOF, PTAWU, SOCRAU, FOCSWU and KAWU.

SASSETA Sector Skills Plan 2011 - 2016 Interaction between labour and employers is not yet at an optimal level. There is a need for Labour and Employers to work closely together in order to improve the skills levels of Private Security employees. Closer engagement between Labour and Employers will also be beneficial in the clarification of priorities for both parties as well in an improved relationship.

Labour is concerned that some companies do not have training committees and would like to encourage employees to attend training. In addition, Labour is currently experiencing difficulty in interacting with various stakeholders – e.g. CCMA, business, and PSIRA.

The Skills Development Act currently has N clear dispute mechanism and the labour organisations would like to see this reviewed.

The Private Security subsector is plagued by several social factors that have an effect on the industry, the families and the communities. Labour believes strongly that employers need to play a big role in the empowerment security officers and instilling a sense of pride and value in them. Security officers are generally demoralized and lack motivation in performing their roles. As a result, they are not committed to what they do and are merely interested in receiving their salaries at the end of each month. The most common social influences are listed below:

Table 2.9 Social The cost of training is too high for potential security influences officers affecting the High poverty levels continue as individuals can’t Security afford to train and get certified in order to be subsector employable Barriers to entry Cultural This tends to stifle movement up the hierarchy / diversity organisational structure to higher levels with the organisation There is a great need for the employers to start to respect their employees Tuberculosis Remaining under the radar as HIV continues to be (TB) more publicly addressed The industry is noticing a steady increase of TB

SASSETA Sector Skills Plan 2011 - 2016 cases Reduced productivity as a result of absenteeism HIV & Aids Brain drain Exhausting of sick leave Increased poverty - N work, N pay/wages Reduced productivity as a result of absenteeism Lack of awareness of the HIV status of employees makes it difficult to manage the situation more effectively Disability claims are increasing Provident Fund claims are increasing Employee education initiative required to reduce effect – Employee Assistance Programmes Drug and Affects mainly the male employees alcohol abuse Worst effect generally takes place after pay day There is also a “Monday problem” Reduced productivity as a result of absenteeism – “which can be as severe as 50%” Strain on the female security officers who have to often cover double shifts Leads to long term social effects on families and communities Poor Financial management / personal finance education remuneration is required Although salaries are fairly low, employees live high lifestyles. The negative effect of this is that it will lead to crime (especially theft) as they strive to maintain a lifestyle they can’t afford Employees have a lot of garnishee orders - some employees struggle to meet the transport costs, which leads to absenteeism and an effect on productivity

2.4.6.5 Technology

Technological advancement is continuing to play a major role in the Private Security subsector. It is gradually taking over previously human functions. The negative effect of this is the resultant increase in unemployment.

Technology is seen to perform a dual role:

Positive role: As a tool that improves job efficiency and enhances performance Negative role: Technology also leads to the downsizing of security officers as they are replaced by machines

SASSETA Sector Skills Plan 2011 - 2016 As newer, improved and more complicated technology is introduced into the Private Security industry, there is a growing need for a higher level of training in order to effectively operate the new technical infrastructure such as CCTV monitoring and ARTO among others. In addition, higher levels of administration skills are required in order to administer the new technology.

According to Anna Maoko, Private Security Chamber Chairperson, technology will cause the labour market of the private security subsector to shrink. For example, in economies such as the United Kingdom and Japan the technology being used for security is very impressive. You will find that the gadgets can speak and for example, notify you if you have something in your pockets. Therefore, there is N need for a security guard to scan people.

The Private Security subsector is affected by the urban/rural divide. This is more so regarding remuneration trends as well training standards when compared to urban private security personnel.

Remuneration trends

Labour recognises the disparity in rural and urban remuneration with rural employees continuing to earn less than their urban counterparts. Therefore, training remains meaningless for rural employees as their salaries do not in turn increase as per the urban areas. Unfortunately, fewer opportunities exist for the rural workforce.

Training institutions

The training institutions are currently too far from the communities they service. Therefore, there is a need to bring them closer to where people can access them easily. The best option is to bring accredited providers to the previously disadvantaged community through the use of the already approved training institutions in the areas. The SETA needs to establish how to develop the previously disadvantaged communities in order to get them to employable skill levels.

The Private Security subsector is currently polarized as to whether or not transformation is taking place in the sector:

Reasons why transformation IS taking place:

SASSETA Sector Skills Plan 2011 - 2016 Women are beginning to play a larger role in private security

Reasons why transformation is NOT taking place:

. Employers are reluctant to employ female security officers as they are considered rather costly, especially because they may require maternity leave . The negative perceptions towards security officers continue to exist. Such as, they are uneducated, security is a job for those who had no other options in life, and so forth . There is a need to educate clients so they understand that women can be just as effective as men in security . Employees are not empowered to protect themselves . PSIRA and SASSETA need to engage . There is continued window dressing/fronting using women

Strategies to transform the subsector

Strategies to improve transformation within the sector:

 Encourage employees to attend training in order to be considered for promotion  Introduce unit standards in training  Have an SDF in each company  Focus more on gender empowerment, especially for women  Development must take place from management through to the workforce  Career guidance to begin at school level showcasing private security as a career  SASSETA to enforce laws and follow up  Review the best practice strategy used for the 2010 FIFA World Cup South Africa  Training programmes need to be on par with the South African Police Service  HR audit in order to place the right people in the right positions o Some employees are well qualified but are performing roles that are not contributing to the performance of the private security sector or the improvement of their livelihood

Key challenges in addressing transformation

Prejudices continue to exist – especially gender and race

SASSETA Sector Skills Plan 2011 - 2016 Family conflict as a result of female security officers working with males. This problem exists more so regarding night shifts no qualified SDFs Some Directors are not involved in the daily running of their businesses There is a need to address togetherness between labour and employers

Employers need to change their attitude towards security officers and begin to view them as individuals who have the potential to play a meaningful role and contribute to the industry’s growth.

SASSETA Sector Skills Plan 2011 - 2016 Figure 3.7 Department of Corrections demand for skills by occupational group CHAPTER 3 DEMAND FOR SKILLS

The purpose of this chapter is to describe the pattern of skills demand in the various sub sectors that make up the safety and security sector in South Africa. It is important to understand the demand for skills so that existing supply can be analysed in the context of what skills are required. Where there are mismatches, the result is critical or scarce skills which in turn affects service delivery.

Demand for skills is not a simple concept to identify as it has a number of factors influencing it but a sufficient estimate can be gained by examining: 1. Current employment. What skills are currently demanded based on existing and funded posts?

2. Replacement demand is the demand for skills that is created as existing employees leave the sector. This can be due to the employees moving to another sector, illness, death or retirement. Measurement of replacement demand is very difficult but can be proxied by replacement demand due to retirement or terminations depending on what information is available.

Where information exists within the sector, the above factors were analysed to provide an indication of the pattern of skills demanded as well as those skills that are considered scarce or critical. While there are many similarities between the subsectors of SASSETA, there are also many unique factors driving the demand for skills. Therefore, each subsector is analysed separately below.

3.1 Corrections

The department has 46 880 approved posts of which nearly 64% are security officers, shown in figure 3.1 below as service and sales workers. The next highest occupational group (SASCO not OFO) is technicians comprising 9.4% of employees. Managerial occupations on the other hand are not highly demanded with only 0.4% of employment being identified as Management.

Source: DCS Annual Report 2009/2010 A total of 1 086 posts are in the professional category and this is primarily where the critical and scarce skills are experienced. Table 3.1 below lists the vacancies in the department in key professional occupations showing that there is a severe shortage with an average of 33 % of the mentioned posts being vacant.

SASSETA Sector Skills Plan 2011 - 2016 Table 3.8 Vacancies in selected occupations as of 1 April 2010 Occupation Posts Filled Vacant % 1 Medical Practitioners 15 1 4 27% 10 7 3 Custodian Personnel 535 143 392 32% 6 13 Financial and Related 199 4 5 68% 1 2 Legal Related 40 9 1 53% 2 2 Pharmacists 42 1 1 50% 89 33 Nurse 1228 7 1 27% 50 27 Social Workers 774 3 1 35% Source: DCS Annual Report 2009/2010

Termination data for the 2009/2010 year was available from the annual report and can be used to estimate replacement demand over the next 5 years. A total of 1 088 employees (2.6% of employment) were terminated of which 299 were due to death, 295 to resignations, 208 retirement and 144 dismissals due to misconduct. It is reasonable to expect a similar proportion of personnel will be leaving the employ of the department per year over the next 5 years. Table 3.2 below shows the estimated annual replacement demand for key occupations and the total number of posts demanded over and above existing vacancies and projects in order to maintain status quo.

Table 3.9 Estimated Replacement demand in selected critical occupations Occupation Per Year By 2016 Correctional Officers 895 4 475 Pharmacists 13 65 Nurse 33 165 Psychologists and vocational counsellors 7 35 Senior Manager 18 90 Social Workers 18 90 Source: Calculated from DCS Annual Report 2009/2010

SASSETA Sector Skills Plan 2011 - 2016 Figure 3.8 Department of Defence employment by SASCO categories As can be seen attrition in the largest occupation in the department will create demand for roughly four and a half thousand correctional officers between 2011 and 2016. However, the area of concern is where there is existing scarcity which will only be exacerbated by replacement demand. This includes pharmacists, nurses, psychologists and social workers.

3.2 Defence

The department of defence has a total of 88 065 posts of which 74 569 are filled. As expected the largest contributor to employment is soldiers (Service and Sales Workers) making up 30 918 (41% of filled posts). A further 19% of employees are classified as clerks, 14% elementary occupations, 12% craft and related workers and 9% technicians and associate professionals. Only 3 024 out of 74 596 employees (4%) are professionals. Due to the nature of the military, leadership within the SANDF is integrated into the relevant occupations, thus there are only 3 posts identified in the managerial category.

Source: DoD Annual Report 2008/2009

A total vacancy rate of 15% is currently being experienced in the department. The most affected areas are administration where 33% of posts remain unfilled and force employment where there is a vacancy rate of 30%.

Replacement demand is very difficult to estimate in the Department of Defence. In 1996 there were 102 600 employees and since then the department has been consistently downsizing primarily through natural attrition i.e. retirement, resignations and voluntary retrenchment packages. The current number of posts in the department is 88 065 with current employment being 74 596. The 1998 Defence Review recommended an optimal size of 70 000 employees which means that true demand over the 2011 – 2016 period is unclear because the proportion of existing vacancies and replacement demand in the proceeding 5 years that will need to be filled is not known.

3.3 Legal

The legal practice industry consists of independent private practices or legal firms that use the services of advocates, attorneys and paralegal practitioners but excludes legal professionals employed in corporate services. Also falling within the legal subsector are sheriffs.

SASSETA Sector Skills Plan 2011 - 2016 3.3.1 Legal services (including legal aid)

It is estimated that all the attorneys’ practices employ approximately 57 000 people with Legal Aid SA providing an additional 2 476 staff members nationally. N profile data is available for the sheriffs and according to the Sheriffs’ website (www.sherifs.org.za), 80% of the offices are not economically viable. The sample of data available from the WSP and ATR submissions does not suffice for deductions to be made. Therefore SASSETA needs a viable strategy to collect data and plan accordingly to assist in the transformation of this industry.

Employees in the sector are made up predominantly of professionals and their supporting administrative staff. Table 3.3 below shows that these two occupational categories make up 89% of all employees. There is a layer of management which makes up a further 7% of the workforce.

Table 3.10 Male Female TOTA Employment in the L legal services Numb % Numb % Numb subsector er er er Occupation Support staff Office Managers 292 23.2 968 76.8 1 260 Receptionists 271 7.2 3 477 92.8 3 748 Secretaries/Typists 760 4.4 16 95.6 17 459 220 Paralegals/Legal 346 13.5 2 217 86.5 2 563 Assistants Bookkeepers 391 11.9 2 902 88.1 3 293 Debt Collectors 138 10.3 1 194 89.7 1 332 HR Staff 34 16.5 171 83.5 204 IT Staff 177 53 157 47 333 Messengers/Cleaners 2 444 35.8 4 387 64.2 6 831 Other 643 30.5 1 465 69.5 2 108 Total 5 495 14.1 33 85.9 38 398 893 Professionals Equity Partners 3 635 32.4 7 584 67.6 11 219 Salaried Partners 749 36.9 1 280 63.1 2 028 Senior Associates 723 52.8 646 47.2 1 369 Associates 1 204 54.2 1 017 45.8 2 221 Consultants 138 29.5 330 70.5 467 Candidate Attorneys 1 940 56.4 1 499 43.6 3 439 TOTAL 8388 40.4 1235 59.6 20 6 743

SASSETA Sector Skills Plan 2011 - 2016 Figure 3.910 Employment Age profile ofin LegalLegal AidAid SASA by SASCO Source: Law Society of South Africa (2008), National Survey of the Attorneys’ Profession

The total number of professionals1 employed in attorneys’ practices is 20 743. This is 37% of total employment. The legal aid board has a similar breakdown with 41% professionals, 51% admin and support and an 8% management band.

Source: Legal Aid Board WSP & ATR 2008/09

Vacancy data for the subsector is not known but scarcity is driven more by the quality of graduates and employment equity concerns. Qualitative feedback from industry representatives indicate that scarcity in skills is not driven by a lack of numbers but rather a lack of quality in the graduates being produced by higher education. Also as shown in Chapter 2, the sector is heavily weighted towards white males. This is even more exaggerated when one considers that 75% of all advocates are white. Since this is where the majority of wealth is generated in the subsector, it represents a gross imbalance. Even though the proportion of candidate attorneys is an improvement on the status quo, Chapter 4 shows that the proportion of ACI graduates from post graduate degrees is insufficient to have a significant impact on the equity status of the subsector. Thus the demand for ACI professionals will continue to outstrip supply in the future.

Replacement demand was unavailable for legal services but according to Legal Aid SA’s WSP, the workforce is young with only 3% of current employment aged 55 or above.

Source: Legal Aid Board WSP & ATR 2010/11

Of more concern is the fact that with 60% of employees being under the age of 35, the ability of the remaining cohort (37%) to impart skills to the next generation needs to be questioned.

3.4 Justice

1 The term “professionals” refers to registered attorneys and candidate attorneys. The occupational titles normally used for professionals in attorneys’ practices are partners (equity and salaried partners), senior associates, associates, consultants and candidate attorneys.

SASSETA Sector Skills Plan 2011 - 2016 Figure 3.11 All DoJCD posts by salary level The Department of Justice and Constitutional Development has a total of 21 039 posts of which 18 181 are filled. The biggest contributor to employment is the clerical occupations accounting for 57% of filled posts, followed by professionals with 3 640 (20%). It is interesting to Note that 7% of total posts are reported to be contract posts drawing from all skills levels.

Source: DoJCD Annual Report 2008 / 2009

Quite a high number of posts are vacant with total vacancies standing at 16%. This includes IT skills at 80% and cleaners at 22%. This however is not indicative of the labour market. While there may be constraints in the Information Technology sector in terms of skills, these are mostly generic and are not scarce enough to force 4 out of every 5 posts in the department to be vacant. Similarly there is an over abundance of unskilled labourers who could fill cleaning positions Therefore, the vacancies seem to point more at department specific factors driving scarcity rather than the labour market. Having said that however, there are areas that are critical to the technical functioning of the department that more likely to be experiencing genuine shortages. These include advocates (16%), attorneys (16%), judges (20.5%) and magistrates (10%).

Table 3.11 Vacancy rate (permanent posts only) by selected occupation % Occupation vacant Administrative staff 16% Advocates 16% Attorneys 16% Cleaners in offices, workshops, hospitals etc, permanent 22% Financial and Related 16.5% Human resources and organisational development and related professionals 22% IT Related 80% Judges 20.5% Language practitioners 10.5% Magistrates 10% Security Officers 19% Source: DoJCD annual report 2008/2009

Replacement demand can be determined from extrapolating terminations (excluding temporary work) over the next 5 years. A total of 2 492 employees left the department in 2008/2009. Of those 1 643 were temporary or contract workers and 849 (34%) were permanent employees.

SASSETA Sector Skills Plan 2011 - 2016 Figure 3.12 SAPS Occupational Profile (SASCO) Table 3.5 below shows selected occupations and the additional replacement demand for skills likely to be experienced over the next 5 years.

Table 3.12 DoJCD estimated replacement demand 2011-2016 Estimated Per Terminations Year By 2016 Advocates 2 10 Attorneys 8 40 Judges 11 55 Magistrates 52 260 Language Practitioners 87 435 Source: Calculated based on DoJCD Annual Report 2008/2009

A positive move is that in all of the above occupations, more employees were appointed and transferred in than terminated and transferred out in 2008/2009. If this continues over the next 5 years, the scarcity as reported in table 3.4 will be greatly reduced.

3.5 Policing

The South African Police Service (SAPS) is a massive employer, demanding skills from a vast array of categories. According to the Annual Report (2008/2009), as of 31 March 2009 the department had a total personnel complement of 182 754 (up from 131 500 in 2003). However, according to the SAPS WSP & ATR 2010/11, as of 1 April 2010, the total number of SAPS employees had increased by a further 3 741 staff members to 186 495. SAPS also has additional units that perform specific functions:

 Independent complaints directorate has a total staff complement of 272.

 The Secretariat for Safety and Security has 45 posts and performs its functions at national and provincial levels and is therefore represented in national and provincial governments.

 The Directorate of Priority Crime Investigation (Hawks) is an autonomous agency and is comprised of about 500 employees.

Figure 3.6 shows that the skills demanded falls primarily in the category of ‘Service and Sales Workers,’ representing the 135 783 police officers. Roughly 17% of the force are clerks and a further 5% are professionals.

Source: SAPS Annual Report 2008/2009

SASSETA Sector Skills Plan 2011 - 2016 Within the Service and Sales Workers category, the police officers carry out the wide array of functions that are demanded by the service. These include: detective services, flying squad, inland water policing, hostage negotiation, dog and mounted services, special task force, border police, air wing, aircraft technicians, national intervention units, crime intelligence, security & protection and logistics. Each of these functions demand a unique package of skills, many of which are not offered by public or private training institutions. Therefore in many circumstances the SAPS itself needs to meet its own demand for skills.

With regards to vacancies, the SAPS does not have the same level of difficulty filling posts as other public sector departments. Only 0.2% of all posts are vacant which means that existing systems are working well to meet the growing demand of the subsector. However, within the department, more specialised occupations are experiencing scarcity evidenced by higher vacancy rates. These are shown in table 3.6 below.

Table 3.13 SAPS vacancies in Posts Filled % Vacant selected occupations Occupation Senior Management 706 644 8.8 Aircraft pilots & related associate 4 professionals 53 2 20.8 Chemists 681 654 4 Engineers and related professionals 133 125 6 General legal administration & related professionals 197 189 4.1 134 134 Police 676 545 0.1 Psychologists and vocational 14 counsellors 163 0 14.1 Source: SAPS Annual Report 2008/2009

Over the last decade, employment in the police services has been constantly growing. This trend is certain to continue as South Africa is plagued by high levels of crime and thus demands on the police department continue to grow. As mentioned previously, there is no significant difficulty in filling posts (both additional posts and replacement demand) in the department and thus as the treasury allocates additional funds to the SAPS, employment will continue to grow. Growth will likely be in a similar proportion to the current profile with three quarters of new employees being police officers, 17% being clerical and 5% professional.

3.6 Private Security

SASSETA Sector Skills Plan 2011 - 2016 Figure 3.3.814 Educational Private Security profile Occupational of the private Profile security sector The private security sector is the largest employer out of the SASSETA subsectors. According to PSIRA there are currently 387 544 registered and active security guards in South Africa. If the organisational structure is used to extrapolate to all occupations, total employment could be as much as 545 000 people.

While it is a massive employer, it has a relatively low demand for skills. Figure 3.8 below shows that 71% of the employment is for security guards. These guards perform the security functions such as guarding, armed response, personal security, private investigation, cash in transit and event stewarding. A further 20% are in sales and the balance is made up by clerical workers (3%), managers (3%), technicians (2%) and professionals (1%). This notion is supported by a 2008 SASSETA database audit where it was shown that even in managerial functions, the vast majority of people (71%) have an educational qualification no higher than matric. In the sector as a whole, 24% of employees have a diploma, 0.3% have a degree and 0.2% have a post graduate degree.

Source: SASSETA database audit 2008

Somewhat surprisingly, the database audit revealed that the occupational group with the highest proportion of employees with a diploma or higher was the security guards (community and personal service workers). This speaks to the competencies, such as firearm competency, required to work in what is a dangerous subsector.

Source: SASSETA database audit 2008

N information exists to indicate the level of vacancies or replacement demand in the private security subsector over the next 5 years. However, it is likely to be affected in the same way as the SAPS. Therefore, similar to the experience of the SAPS, the private security sector is likely to continue to grow until such a time as the crime rate in South Africa is brought under control. Since the skills demands of the subsector are not as onerous as other subsectors, it is most likely that demand will continue to be met.

3.7 DRIVERS OF SCARCITY

There are a number of key factors driving scarcity in the demand for skills in the Safety and Security Sector. While there are unique factors from subsector to subsector, there are also cross cutting issues that need to be acknowledged. They are:

SASSETA Sector Skills Plan 2011 - 2016 1. The image of the public sector as an employer. Since a large part of the sector is made up of government departments, their image and ability to attract talent may create the impression of or exacerbate existing security. In key professional occupations, the public sector is usually not the first employer of choice.

2. Remuneration packages are often not competitive in the public sector. This can be due to grading, where a post is graded as a middle management post but in the private sector substantially higher wages can be earned. This is a particular problem for professionals such as psychologists and nurses.

3. Difficult working conditions in departments such as corrections makes it difficult to attract professional skills. Combined with point 2 above results in the high vacancy rates reported on in this document.

4. Quality of graduates from tertiary institutions. Legal services in particular bemoaned the falling standards in the quality of graduates (stakeholder consultation 2010). This creates difficulty in creating a productive skills pipeline in the subsector. Foreign language experts are in scarcity in DoJCD and DoD and the comment was made that languages are not offered in sufficient quantity from tertiary institutions (stakeholder consultation 2010)

5. Lengthy recruitment processes in public sector departments create difficulties in filling posts in areas where there is N real scarcity in the labour market.

6. Demand for skills in rural areas outstrips supply as people are reluctant to work outside of the major metropolitan areas.

7. Employment equity. Huge strides have been made in the sector over the last decade and a half in terms of transforming the sector. However, legacies of apartheid still remain with whites being generally over represented in managerial and professional positions. This is most pronounced in the legal subsector, advocates being of particular concern.

The full list of scarce and critical skills for the sector is presented in Table 3.7 below.

SASSETA Sector Skills Plan 2011 - 2016 Table 3.7: Scarce and Critical Skills 2010/11

SS Specialisation/job Critical Skills Interven NQ NQF Nee Comments OCCUPA tion F Align d TION lev ed el Peri od 1 Managers 11 Chief Executives, General Managers and Legislators 1112 NO Directors Planning, organising, 01 leading, control, S BEE in the budgeting skills P YES 50 legal sector 1322 YE Chief Financial D YES Relative 01 S Officer e scarcity, g the sector r cannot e retain the e skill 1321 YE Specialist Entrepreneurial business S 20 03 S Managers P YES 111 Managers I111 1 2 Professionals 22 Business, Human Resource, Marketing and Communication 2211 YE Accountant accounting, bookkeeping D 7 YES 123 Relative 01 S and accuracy i scarcity, p the sector l cannot / retain the D skill e g 2231 NO HR Manager recruitment, retention, D 6 YES 1 BEE 11 i p

SASSETA Sector Skills Plan 2011 - 2016 SS Specialisation/job Critical Skills Interven NQ NQF Nee Comments OCCUPA tion F Align d TION lev ed el Peri od l / D e g 2212 YE Auditors D 03 S i p l / D e High accounting skills g 6 YES 35 demand 2491 Ye Assessors/Modera 42 s tors 23 Design, Engineering, Science and Transportation Professionals 2239 YE Marine Engineer Ship design and L 6 YES 8 Relative 04 S officer maintenance skills S scarcity, the sector cannot retain the skill 2309 YE Navigators navigation skills S 6 YES 20 02 S P 2311 YE Air Traffic navigation, aviation, S YES 35 High 02 S Controller good decision making P demand skills 2311 YE Pilots aviation and navigation S 6 YES 40 Absolute 04 S skills P scarcity 2312 YE Ship Engineer Ship design and L 6 YES 20 Relative 02 S maintenance skills S scarcity, the sector cannot retain the SASSETA Sector Skills Plan 2011 - 2016 SS Specialisation/job Critical Skills Interven NQ NQF Nee Comments OCCUPA tion F Align d TION lev ed el Peri od skill

2312 YE Ship 's Master Harbour management L 6 YES 20 High 03 S S demand 2312 YE Ship's Surveyor Marine surveying skills L 6 YES 20 High 05 S S demand 2319 YE Ship's Purser Co-ordination, L 6 YES 20 High 10 S administration and S demand logistical skills 2322 YE Architects Architectural designer S 6 YES 230 Relative 33 S P scarcity, the sector cannot retain the skill 2331 YE Engineers Metallurgical engineering D 6 YES 40 Relative 06 S i scarcity, p the sector l cannot / retain the D skill e g 2 Artisans 2712 Hostage 07 Negotiators 2621 ICT Security 02 Specialists 2 Information Technology Architects

SASSETA Sector Skills Plan 2011 - 2016 SS Specialisation/job Critical Skills Interven NQ NQF Nee Comments OCCUPA tion F Align d TION lev ed el Peri od 2 Employee Assistance Programme Specialists 2244 Intelligence 01 functionalities - Vetting Officials 2612 Graphic 01 Designers 2713 Legislative 01 Drafting 2713 Policy 01 Development and Analysis 2713 Cyber Law 01 2713 Constitutional 01 Litigation 2713 International 01 Trade Law 2724 Sign Language 02 Interpretation 2713 Monitoring & 01 Evaluation Research - 2724 social science 14 aspect 2714 Conveyancing 01 Support Staff 2714 Litigation 02

SASSETA Sector Skills Plan 2011 - 2016 SS Specialisation/job Critical Skills Interven NQ NQF Nee Comments OCCUPA tion F Align d TION lev ed el Peri od 2713 Estates 01 2713 Delinquent 01 Claims 2713 Commercial 01 property 2713 Environmental 01 lawyers 2523 Dentists 02 Work study 2 officials Trainers - SDF's Firearm, Aviation security, National key 2 point, VIP security Polygraph 2 examiners Forensic 2 Analysts Operational 2 support 25 Health Professionals 2511 YE Pharmacist D 6 Y 89 Relative 01 S i scarcity, p the sector / cannot D retain the e skill g 2531 YE Medical Diagnose and treat D 7 Y 44 Relative 01 S Practitioner physical and mental i scarcity, disorders p the sector

SASSETA Sector Skills Plan 2011 - 2016 SS Specialisation/job Critical Skills Interven NQ NQF Nee Comments OCCUPA tion F Align d TION lev ed el Peri od / cannot D retain the e skill g 2544 YE Nurses Primary Health Care D 5 Y 1531 Relative 01 S i scarcity, p the sector / cannot D retain the e skill g 2544 YE Clinical Nursing Advanced patient and D 5 Y 10 High 01 S clinical care i demand p / D e g 2723 YE Criminologists Investigation, analytical D 6 Y 217 Absolute 01 S and profiling skills i scarcity p / D e g 2347 YE Veterinarians 01 S 27 Legal, Social, and Welfare Professionals 2713 NO Specialised Environmental, maritime, S 7 Y 50 High 11 attorneys patent, consumer act P demand skills 2713 NO Candidate Practical magistrate and S 6 Y 100 11 Attorneys high court procedures P

SASSETA Sector Skills Plan 2011 - 2016 SS Specialisation/job Critical Skills Interven NQ NQF Nee Comments OCCUPA tion F Align d TION lev ed el Peri od 2723 YE Psychologists Hostage negotiation skills D 6 Y 534 Relative 01 S e scarcity, g the sector cannot retain the skill

2724 YE Interpreter Indigenous languages S 5 154 02 S P 2725 YE Social workers problem identification, D 5 Y 1095 High 01 S assessment and i demand counselling p / D e g 3 Technicians and Trades Workers 31 Engineering, ICT and Technicians and Science Technician 3131 YE ICT Customer Responding to queries on S 2 Relative 02 S Support Officer software and hardware P scarcity, systems and call centre the sector management cannot retain the skill

32 Automotive and Engineering Technicians and Trade Workers 3211 YE Automotive Install, repair electrical S High 01 S Electrician wiring of automotive P demand vehicle 461 3212 YE Automotive Motor test and repair High 01 S Technician mechanical parts of S demand automotive vehicle P 157 SASSETA Sector Skills Plan 2011 - 2016 SS Specialisation/job Critical Skills Interven NQ NQF Nee Comments OCCUPA tion F Align d TION lev ed el Peri od 3231 YE Aircraft Radar Inspection, testing and S High 01 S Mechanics aligning avionic systems P Y 40 demand 3231 YE Aircraft Inspection, testing and High 02 S Reconnaissance installation of flight L demand Mechanics systems S 6 Y 130 3231 YE Aircraft Test and repair aircraft High 01 S Technician electric system demand 34 Electrotechnology and Telecommunications Trades Workers 3131 YE ICT Support Install, maintain, High 99 S Technicians troubleshoot computer S demand related systems P 20 3423 YE Locksmiths Install, maintains, repair High 01 S electronic control S demand systems P 20 3423 YE Alarm Technician Install and maintain High 03 S alarms systems 30 demand

35 Food Trade Workers 3513 Nutritionist S 01 Food preparation P 5 Y 30 corrections 3995 Audio Visual 06 Technicians 3612 Veterinarian 01 nurses 3126 Safety, Health, 01 Environment (SHE) & Quality 3999 Diver 01

SASSETA Sector Skills Plan 2011 - 2016 SS Specialisation/job Critical Skills Interven NQ NQF Nee Comments OCCUPA tion F Align d TION lev ed el Peri od 4 Community service and 44 Protective Service Workers 4411 YE Seaward Combat seaward combat skills S Absolute 01 S Officer P 5 Yes 20 scarcity 4413 YE Detectives Scientific analysis; High 01 S Ballistic; Explosives; demand Facial reconstruction and S identification P Yes 430 4422 NO Security guards VIP protection; Crowd High 01 control; Advance driving demand skills; Firearm; Maritine security; Private investigation 4 Yes 1000 4421 YE Prison/ High 01 S Correctional L demand Official S 4 Yes 4000

45 Sports and Personal Service Workers 4523 Divers Rescue Absolute 01 Diving techniques scarcity 4524 Divers Instructor Advanced diving Absolute 99 techniques; Facilitation, S scarcity Assessor; P 6 30 4411 Submariners 01 4413 Stock theft 01 investigators 4413 Online Online child 01 investigators pornography investigators & Cyber crime investigators 4413 Crime 01 investigation SASSETA Sector Skills Plan 2011 - 2016 SS Specialisation/job Critical Skills Interven NQ NQF Nee Comments OCCUPA tion F Align d TION lev ed el Peri od 4422 Retail sector 05 security officers 4422 Mining sector 07 security officer 4422 Banking Sector 07 security officer

5 Clerical and Administrative Workers 51 Office and Programme Administrator 5112 NO HR Clerk Administrative skills; S 01 Payroll Administration P 20

52 Personal Assistants and Secretaries

5212 YE Legal secretaries Drafting of legal 02 S documents; Research L High Skills; Computer literacy S 6 1000 demand 55 Numerical Clerks 5512 NO Accounting Clerks Compilation, recording, 01 processing creditors and High debtors records 50 demand 5993 01 Debt collectors 6 Sales Workers Sales representati ves and 61 Agents 6393 YE Sales and marketing S 01 S Sales Consultant skills P 4 Y 50

SASSETA Sector Skills Plan 2011 - 2016 SASSETA Sector Skills Plan 2011 - 2016 CHAPTER 4 SUPPLY OF SKILLS

The supply pipeline for the sector is derived from both public and private institutions. New entrants to the sector range from matriculants to university graduates, given the wide range of skills and occupations found within the sector. The analysis presented here considers the general output of the education system, and the specific needs of each sub-sector based on the input of stakeholders.

4.1 OUTPUT OF PUBLIC EDUCATION AND TRAINING INSTITUTIONS

The sector requires a broad range of competencies from workers entering employment, ranging from a school leaving certificate to university degrees. However, the quality of provision remains a concern, particularly at school level. In 2008, scholars wrote the national senior certificate for the first time, which was based on the National Curriculum Statement of 2001. The pass rate in that year was 62%, down from 65% in the previous year.

Many of the scarce skills cited in Chapter 3 on demand require a basic foundation in maths and science in order to pursue further studies to gain the requisite qualifications. For example, forensic investigators, engineers, surveillance technicians, and medical practitioners. Table 4.1 shows that on average, less than a third of candidates sitting maths and science examinations received a mark above 40%. This is an area that the Department for Basic Education is placing priority on for redress and further development.

SEX NUMBER AND % WHO ACHIEVED Table 4.1 CANDIDATES Results of 40% and above 30% and above N. % N. % theLIFE SCIENCES National Femal 160,599 65,615 41% 71.1% Senior Malee 137,611 51,868 38% 114,144 96,139 69.9% Certificate Total 298,210 39% 70.5% MATHEMATICS Femal 160,996 117,483 43,187 27% 210,283 67,572 42.0% Malee 139,012 45,999 33% 68,612 49.4% Total 300,008 89,186 30% 45.4% PHYSICAL SCIENCES Femal 109,187 28,603 26% 136,184 57,459 52.6% Malee 108,113 32,877 30% 61,747 57.1% Total 217,300 61,480 28% 54.9% Source: Education Statistics in South Africa 2008 119,206

Table 4.2 and 4.3 give the results of examinations in 2009 in subjects that are directly relevant to the sector. Other generic subjects may also be contributors to the supply of labour (such as training of artisans, which is relevant to the defence force); however, for purposes of the sector skills plan, the analysis is limited to the scope of coverage of the SETA. As with

SASSETA Sector Skills Plan 2011 - 2016 the school leaving certificate, performance in those subjects related to scarce skills is generally poor.

In addition, the available programmes are not linked to the needs of employers. they meet a very small proportion of the needs identified as scarce skills. At present, most of the training offered in the sector is offered through private providers. This may be attributable to the fact that the range of offerings at FET and HE institutions is insufficient to meet the needs of the sector. Furthermore, private providers are perceived to be more responsive and better able to tailor their programmes to the client.

Table 4.2 Results of the Level Entere Wrote Pass % d Pass National Certificate Examinations at FET colleges

Public Administration N3 7978 6259 3055 48.81 Social Care N3 10 5 5 100 Introductory Public Admin N4 285 268 204 76.12 Public Administration N4 3044 2467 1599 64.82 Legal Practice N5 284 244 141 57.79 Public Administration N5 1463 1302 957 73.5 Public Finance N5 1435 1292 893 69.12 Legal Practice N6 133 118 93 78.81 Public Administration N6 938 818 683 83.5 Public Finance N6 716 628 416 66.24 Public Law N6 1254 1073 462 43.06 Mathematics N2 5616 4055 1188 29.3 Aircraft Maintenance Theory N3 328 306 139 45.42 Aircraft Metalwork Theory N3 52 45 18 40

Table 4.3 Results of the Level Entere Wrote Pass % d Pass National Certificate (Vocational) Examinations at FET colleges

Criminology L2 147 94 30 31.9 Introduction to Governance L2 2147 1428 645 45.2 Introduction to Law L2 2127 1499 474 31.6 Introduction to Policing Practice L2 2064 1459 1000 68.5 Principles of Criminal Justice L2 2108 1452 770 53 Criminal Justice Structures and L3 305 265 232 87.6 Mandates Criminal Law L3 306 269 194 72.1 Criminology L3 6 3 2 66.7 Governance L3 307 271 147 54.2 Theory of Policing Practices L3 299 258 152 58.9

Source: FET Colleges Report 2009

SASSETA Sector Skills Plan 2011 - 2016 In higher education institutions, with the exception of Black Females (African, Coloured, and Indian), enrolment in law and public administration is trending downward since 2007. This pattern is reflected in Figure 4.1 below. Most of the qualifications available from universities are relevant to the private legal profession and to the public service in general. However, specialist qualifications are more difficult to come by, and are generally developed in the workplace once candidates are already in employment. This suggests that public providers are not currently able to respond adequately to changes in the labour market.

Figure 4.1: Enrolment in Law and Public Administration at All Universities

0 2007 2008 2009 BF 4,041 4,710 4,714 WF 1,606 1,604 1,208 BM 3,329 3,523 2,818 WM 1,236 1,320 968

The SETA can play an important role not only in facilitating the links between providers and industry, but in supporting the development of capacity within the institutions to be able to respond to labour market requirements.

Figure 4.2 Graduates in Law and Public Administration at All Universities

SASSETA Sector Skills Plan 2011 - 2016 2,000 1,800 1,600 1,400 1,200 1,000 800 600 400 200 0 1st Bach PG Dip/Cert Honours Masters Phd

Black Male 2007 1,664 112 165 282 33 White Male 2007 738 250 24 144 15 Black Male 2008 1,864 133 159 297 22 White Male 2008 842 274 23 99 14 Black Male 2009 1,344 126 174 252 24 White Male 2009 557 228 18 108 13

The pattern of the output of universities shows that there is a significant drop-off from those acquiring first degrees to those progressing to higher qualifications. As with enrolment, the trend is downwards over the period 2007-09 across all qualification levels. In general, the absolute numbers of qualified graduates is not as much of a concern as the quality of their training, as well as the fields of specialisation that they choose. New areas of specialisation such as environmental law, cyber crime investigation, and other occupations that may be driven by innovations in technology or in the law are the main areas of concern as learners are often not sufficiently informed about these career options to pursue studies relevant to them. This too as an area that the SETA can play a role to address the problem.

4.2 TRAINING NEEDS IDENTIFIED WITHIN THE WORKFORCE IN EACH SUB-SECTOR

The sub-sectors of the Safety and Security SETA vary widely in their operations and their skills needs. It is therefore not possible to identify common threads between them and their training needs are presented separately in this section. Whereas the scarce skills identified in Chapter 3 relate to the lack of workers with the requisite skills, this section addresses the areas where the existing workforce needs to be upskilled to meet the operational needs of the employer.

4.2.1 Corrections

The training needs identified for the workforce of the Department of Correctional Services are presented below.

Table 4.4 Skills gaps in the Department of Correctional Services

SASSETA Sector Skills Plan 2011 - 2016 Computer skills Control room operation IT – continuous training and development due to the rapid change Management skills Leadership skills Legal – including investigations and special operations Intelligence Analytical and report writing Correctional Centre Heads – training on centre management, finance and multi-skilling Human behavioural science Communication / public relations Counselling Security management People management Change management Performance management Source: DCS Stakeholder Focus Group Workshop, 6 August 2010

Many of these skills relate to the routine management of the Department, rather than hard technical skills, with only one or two exceptions. The Department’s workers are mainly drawn from new matriculants and the development and promotion of the existing workforce. There is therefore a need for constant up skilling to maintain a corps of appropriately skilled workers.

There is a need for a strategy to recruit from the unemployed society for learnerships. This is currently not taking place within DCS.

4.2.2 Defence

The Department of Defence has a greater capacity for training and development than most employers, as this is an ongoing responsibility to maintain readiness of the defence forces. The areas for additional up skilling of the workforce are identified below.

Table 4.5 Skills gaps in the Department of DefenceComputer literacy Language proficiency in the 11 official languages Leadership skills – this is said to be embedded in all higher ranks training, but has been a challenge. Source: Defence Stakeholder Focus Group Workshop, 2 August 2010

The defence forces invest heavily in developing specialist skills for its workforce. However, many of these skills are in high demand in the private sector, and the armed forces have difficulties retaining highly skilled

SASSETA Sector Skills Plan 2011 - 2016 workers. The labour market does not produce these skills in sufficient numbers, not only in South Africa, but worldwide.

The following strategies are being considered or implemented in an effort to retain skilled personnel:  Introduce medium term employment contracts for the scarce occupations  Offer staff incentives  Offer an enlistment bonus for completing training, then a contract for the next 5 years  The navy introduced a special uniform for Submariners. Such initiatives can be used as best practice as they boost staff morale  Improvement of living conditions  A recruitment and selection policy is required to ensure that only the targeted positions are recruited

Employees tend to stagnate at certain levels causing frustration. This issue is already being addressed at management level. In addition, promotion expectations of employees who have undergone training need to be addressed as people expect to be promoted because they have been trained or because they have reached a certain rank. This may result in resignations if it is not addressed.

4.2.3 Justice

Table 4.6 Skills gaps in the Department of JusticeFinancial skills Computer skills Judas (automation programmes) Asset control Information management Archiving JYP Governor Brown (Department of Financial Instructions - DFI) Leadership and management skills Report writing Court room procedures for interpreters Taxation Default Judgment Case flow management Negotiation skills Project management Source: Justice Stakeholder Focus Group Workshop, 27 July 2010

The Department periodically conducts skills audits to determine the training needs of its workforce. However, as they are a fairly expensive exercise, alternate methods such as analysis of Personal Development Plans are also used for assessing skills gaps.

SASSETA Sector Skills Plan 2011 - 2016 As with other government employers, the Department competes with the private sector for skilled personnel. The following retention strategies have been put forward by the Department:  Counter offers (although counter offers have their pros and cons)  Rewarding excellent performance  Career pathing  Succession planning  Promotion of employees within the organization  Exchange programmes  Review recruitment process  Best practices/ sharing lessons learned  Job rotation  Proper implementation of PMS  Competency modelling

The silo mentality that currently exists in the Department needs to be addressed in order to facilitate transfer of skills and sharing of information. There is a great need for synergy between different departments.

The Department of Justice is currently utilising 65% of private institutions compared to only 35% of public institutions for up skilling its personnel.

4.2.4 Legal

The legal sector has historically been characterised by a narrow range of occupations, predominantly concentrated in the high or intermediate skills. This is still broadly the case. However, the context in which attorneys and advocates operate has changed, and different requirements have led to the need to review the current state of provision for this sub-sector. The main providers supplying skills to the sector are:

 Seventeen (17) law faculties for graduates  Vocational training, offered by LEAD as prescribed by law  Contracts of articles/service for workplace training, as prescribed  Nine (9) attendance schools for Legal Practice  One (1) distance school for Legal Practice  One (1) university school for Legal Practice  Alternative shorter courses (120 hours) as prescribed, with longer workplace, offered by LEAD

The table below gives an indication of some of the areas where workers in this sector need up skilling.

Table 4.7 Skills gaps in the Legal sub-sectorLiteracy skills – mainly caused by

SASSETA Sector Skills Plan 2011 - 2016 language barriers Accounting / Book-keeping clerks Numeracy skills  Low numeracy mainly among law graduates- necessary for handling cases that require calculations.  Business entrepreneurs – necessary for start-up businesses  Client side – customer care Management skills  Basic understanding of commerce  Running the business/practice Lack of practical skills that you don’t get at university Computer literacy Ethics – code of conduct Mediation Environmental and Maritime Law Legislative drafting Foreign languages Financial Intelligence Source: Legal Stakeholder Focus Group Workshop, 23 July 2010

The tertiary institutions are supplying the Legal industry with more than enough law graduates. According to the Legal focus group workshop participants, universities are delivering more graduates than can be employed. However, the industry feels that there are Not enough candidates with the right skills that are required. This is reflected in the above list of top-up skills, which are concentrated on language, and financial literacy and numeracy.

There are several improvements to the quality of training content provided by the tertiary institutions that the Legal subsector would like to see implemented in the graduate programmes. This is mainly the introduction of business literacy skills, basic numeracy skills as well as literacy skills. Therefore, there is a need for further engagement with institutions in which SASSETA should also be involved.

The quality of graduates produced can easily be seen in the analysis of the Attorney admissions exams pass rates. The analysis will reveal which universities produce better graduates. There is a definite variance in the type of quality of graduates from the universities. The Council of Higher Education (CHE) is reviewing how LLB prepares graduates. It was noted in the focus group workshop that reading and research skills make an important difference to a graduate.

Technikons used to offer a Certificate for Legal Secretaries. They have since stopped and this has created a gap in the market. However, the SA School

SASSETA Sector Skills Plan 2011 - 2016 of Paralegal Studies and some private institutions are offering this certificate, but this is Not the same as the previous qualification offered.

There is a worrying industry trend whereby a large number of individuals admitted as attorneys do Not practice. This is mainly as a result of the attraction and high demand for attorneys outside of the practice environment. In addition, the admitted attorneys are offered more financial security outside practice. In the event of not being able to obtain the required skills, most legal firms generally poach staff from other firms.

4.2.5 Policing

Like the defence force, the police invest heavily in a wide range of skills and occupations on a continual basis. It also is subject to similar pressures of competing with the private security industry for key skills. The police services is a fertile training ground for many individuals, but as a government employer, it is difficult to compete with private sector wages and conditions of service in order to retain skilled workers. Moreover, the SAPS is the largest employer in the sub-sector, and it has been growing over the years due to the persistently high crime levels in the country. The supply constraints facing the Service relate both to the absolute numbers of people available in key occupations such as investigation and forensics, and in the quality of skills of workers and new entrants. As indicated in tables 4.2-4.3, the range of offerings available does not meet the full requirements of the police force.

In addition to the areas of absolute scarcity, the main skills gaps identified within the current workforce are presented in Table 4.6. Entry level requirement for the police service is a school leaving certificate. However, as indicated, the quality of provision at that level is less than ideal. Thus, many police officers, particularly in poor and rural areas lack basic literacy and numeracy skills needed for core functions such as taking statements from witnesses, preparing reports, and the use of technology.

Table 4.8 Skills gaps in the Policing sub-sector Advanced driving skills Researchers Proficiency/Competency testing Communication Compensation and remuneration Language proficiency – English Psychometric testing Writing Skills Customer services – Dealing with victims Management skills Information Technology (IT)  Basic computer skills  Use of IT software as a tool in the investigating process

SASSETA Sector Skills Plan 2011 - 2016  Basic software package usage Source: Policing Stakeholder Focus Group Workshop, 20 July 2010

The Policing subsector is currently using private institutions much more than public institutions to meet its training requirements. The ratio is currently approximately 80%:20% in favour of private institutions. The quality of training content provided by the public institutions is not at the levels that are acceptable to the SAPS.

 Poor quality learning content is produced by public FET colleges  Public institutions are providing the programmes that they want as opposed to addressing industry needs. As a result, some learners have diplomas but remain unemployable because the qualification does Not meet the Policing quality standards.  Public FET colleges are Not fully conversant of NSDS targets and content requirements  There is a lack of accreditation problem, mainly among the public institutions

Currently, the Policing subsector is of the opinion that only the police can do the training evaluation that meets the Department’s needs. However, the Department is taking the necessary steps to ensure that engagement with public institutions takes place.

The strategic training priorities of the SAPS as derived from the entity’s strategic objectives are cited in the SAPS Work Skills Plan 2010/2011 as follows:

Table 4.9 Priorities for provincial crime prevention training

Priorities for provincial crime prevention training 10111 Training CAS Training Community Service Centre Commander Community Service Centre Training Crime Prevention Level 1 Designated Firearms Officer Domestic Violence Enhanced Firearm System Course Evidence Management (SAP 13) Training Firearm Permit System Course Children & Youth at Risk Relief (Shift) Commander Training Human Rights & Policing Missing Persons National Photo Identification System (NPIS) Officer Accident Report Road Crime Crash Scheme Investigation Roadblocks Sector Policing Training Station Management Learning Program Module 1 to 5 Sexual Offences First Responder Course Tactical Dog Handler Training Victim Empowerment Priorities for provincial operational & tactical training Pepper Spray Shooting Exercise: Each operational member

SASSETA Sector Skills Plan 2011 - 2016 to shoot once a year (3 weapons) Street Survival Training Tactical Survival Techniques Training Priorities for provincial detective training Circulation System Training Crime Scene Management Course ID Parade Interviewing & Interrogation Informer Handling Pointing Out Statement Taking Introduction to Crime Investigation Sexual Offences Course for Investigators Second Hand Goods Course Property Control System Priorities for provincial support training Accounting Applied Government Accounting BI System Computerized Registration Course Disciplinary Hearing Training Education, Development & Training Practitioner (Generic Trainer Training) Financial/Treasury Regulations Financial Management First Aid Training Fire Fighting Foundations of Government Accounting HIV/AIDS Training Human Resource Management Indigenous & Foreign Languages Induction Training for PSA Personnel Leave Administration Lexis Nexus Loss Management Massified Induction Program Moderators PERSAL & PERSAP POLFIN (Cashiers) POLFIN (SAPOL Claims) POLFIN (Cost Statements) Project Management Registration Course Telephone Etiquette SCOA SHE Training Supply Chain Management & Asset Management Vehicle Fleet Management Workshop Administration System Training

The private security industry is one of the fastest growing industries in South Africa. Like the police, the range of occupations is wide, from the low skilled to the highly complex. The areas where the workforce needs to be upskilled is reflected in Table 5.9. The needs are similar to those of the police, ranging from basic literacy and numeracy to high level investigation and analysis.

Table 4.10 Top up skills: Private Security Advanced driving X-Ray interpretation Firearm Control Act, and fire arm handling Statement taking, Investigation, Report writing Dog handling Giving evidence in the Court Conflict management Negotiation skills Learning programme design and development

SASSETA Sector Skills Plan 2011 - 2016 Leadership Marketing Communication Customer service Report writing Presentation skills Project management Occupational health and safety Personal finance Emotional intelligence People management Computer skills Bookkeeping Filing National Key Point CCTV VIP protection ABET

Source: Private Security Stakeholder Focus Group Workshop, 16 July 2010

Supply of new skills by training and development institutions

The Private Security subsector is currently using private institutions much more than public institutions. According to the Private Security Chamber Chairperson, Anna Maoko, the ratio is 95%:5% in favour of private institutions.

The Employers believe that higher success can be achieved through-on-the- job training. This is an indication of the dissatisfaction at the quality of training being provided by the training institutions. There is currently a problem with the high number of security officers whom are qualified and registered with PSIRA but do not possess the right quality standards required by Employers.

However, it must be noted that those who do attend training generally tend to apply for higher level positions upon their completion.

Key interventions that need to be implemented to address these challenges:

 There is a need to increase the quality of training programmes o “People pass but do not know anything”  There is a need to replace Grades with NQF  All training institutions need to be informed and brought up to date with NQF

Learnerships

SASSETA Sector Skills Plan 2011 - 2016 The Private Security’s targeted learners are the unemployed. This is in order to give them an opportunity in life. Learners are currently being recruited through the online medium as well as print (namely, newspapers).

The main challenges experienced with learners currently are: i. Learners dropping out ii. Learners are making money out of the learnership therefore they do not see the need to be focused iii. Upon gaining experience, the learners go and work for another company

Strategic interventions being considered in order to overcome these challenges are:

i. The promise of employment after learnership ii. Learners who quit / drop out (from a learnership without valid reasons) will blocked from applying for another learnership in future

SASSETA Sector Skills Plan 2011 - 2016 CHAPTER 5 MEDIUM TERM STRATEGY The five year strategy of the Safety and Security SETA will be guided by the foregoing analysis with respect to the specific areas of focus for each sub-sector. The needs of the sector vary widely across subsectors, as illustrated in the analysis that preceded this plan. The tables below identify targets across each of the programme areas identified in the NSDS framework document. The application of those targets and the content of each will be tailored to the peculiar needs of each subsector.

Equity

The equity targets are cross-cutting and will be applied to all objectives where relevant. In addition to the existing targets on race, sex, and disability, 3 new categories have been added equity. They are age (focusing on those between 18 and 24), class, and HIV/AIDS. The sector has not had sufficient opportunity to consider how to integrate these new variables meaningfully in target setting. Therefore, the SETA Board committed to develop a comprehensive policy on the equity targets by September 2011, after consultation with sector stakeholders, which will be applied across all objectives thereafter.

2.5 6. SECTORAL CONTRIBUTION TO STRATEGIC AREAS OF FOCUS FOR THE NSDS

Strategic Objective 1: To develop and implement a shared code of conduct for the sector. Key Performance Success Indicator Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Area Code of decent The adoption of a Develop sector Awareness campaigns. Evaluate and review Continuous Impact assessment conduct proposal which enjoys commitment code of Compliance Code. implementation and study. demonstrated support conduct. Consult monitoring. Mid-term impact monitoring in the sector. stakeholders on the assessment Code and conduct Incorporate situational analysis. assessment results Launch the Code. emanating from review Define criteria, process. objectives, impact Communicate assessment criteria. changes.

SASSETA Sector Skills Plan 2011 - 2016 .

SASSETA Sector Skills Plan 2011 - 2016 Strategic Objective 2: Programmes to facilitate access, success and progression Key Performance Performance Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Area Indicator Information and SETA submits a Develop the career Update and distribute Update and distribute Update and distribute Update and distribute career guidance comprehensive guidance guide for the the guide by 31 March the guide by 31 March the guide by 31 March the guide by 31 March occupational profile of sector. 2013. 2014. 2015. 2016. the sector and guide to Collect baseline data Distribute 20 000 Distribute 20 000 Distribute 20 000 Distribute 20 000 employment about registration in copies of the guide to copies of the guide to copies of the guide to copies of the guide to opportunities in the safety and security DoL Labour Centers, DoL Labour Centers, DoL Labour Centers, DoL Labour Centers, sector in the format qualifications. Community Care Community Care Community Care Community Care prepared by DHET b y Partner with Centers, Department of Centers, Department of Centers, Department of Centers, Department of March 2013. Such a Department of Basic Basic Education, Basic Education, Basic Education, Basic Education, profile and guide to be Education and NGOs Colleges, Universities, Colleges, Universities, Colleges, Universities, Colleges, Universities, updated by March to reach out to schools, etc. etc. etc. etc. 2016. priorities rural areas. Distribution via Distribution via Distribution via Distribution via Distribute 20 000 electronic media. electronic media. electronic media. electronic media. copies of the guide to DoL Labour Centers, Hold career event. Hold career event. Hold career event. Hold career event. Community Care Centers, Department of Conduct Impact Study. Basic Education, Colleges, Universities, etc.

Identify suitable exposure programmes for scholars and out of school youth.

Assumption: Department of Higher Education and Training has supplied the format.

Recognition of prior All principal sect oral Conduct sectoral RPL Implementation to Implementation to Align to national RPL All SASSETA learning SASSETA Sector Skills Plan 2011 - 2016 Strategic Objective 2: Programmes to facilitate access, success and progression Key Performance Performance Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Area Indicator learning and national needs assessment other learning other learning Policy imperatives. programmes have RPL programmes to include study. programmes. programmes. access routes. RPL access routes by Develop a RPL policy 2016. Number of and strategy. Impact assessment. Impact assessment learners assisted to Pilot RPL Strategy for study. access further learning selected learning Assumption: National to be counted against programmes. RPL Policy exists. programmes entered. Raising the base Where sectoral or Develop partnership No of learners to enter No of learners to enter No of learners to enter No of learners to enter national programmes with FET college, the bridging the bridging the bridging the bridging specify an entry universities, and other programme is 700. programme is 700. programme is 700. programme is 700. requirement of NQF providers in Level 4 or above, these development of a No of learners to No of learners to No of learners to No of learners to programmes must be bridging programme at complete ABET levels complete ABET levels complete ABET levels complete ABET levels complemented by the NQF Level 4. is 700. is 700. is 700. is 700. provision of either Adult Education and No of learners to enter Training or the bridging Foundational Learning programme is 700. Programmes which enable those who do No of learners to not meet these complete ABET levels requirements to have is 700. the opportunity of doing so. Number of learners assisted to access further learning to be counted against programmes entered.

SASSETA Sector Skills Plan 2011 - 2016 Strategic Objective 2: PIVOTAL occupational programmes Key Performance Performance Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Area Indicator Professional No of learners 300 learners to 400 learners to 500 learners to 500 learners to 500 learners to completed professional complete professional complete professional complete professional complete professional complete professional programmes. programmes. programmes. programmes. programmes. programmes. Vocational No of learners 5000 learners to 5000 learners to 5000 learners to 5000 learners to 5000 learners to completed complete learnerships. complete learnerships. complete learnerships. complete learnerships. complete learnerships. learnerships. Unemployed = 3000 Unemployed = 3000 Unemployed = 3000 Unemployed = 3000 Unemployed = 3000 Employed = 2000 Employed = 2000 Employed = 2000 Employed = 2000 Employed = 2000 Technical No of learners 300 learners to 400 learners to 400 learners to 400 learners to 500 learners to completed technical complete technical complete technical complete technical complete technical complete technical programmes. programmes. programmes. programmes. programmes. programmes. Academic Learning No of learners that 150 learners to receive 200 learners to receive 250 learners to receive 300 learners to receive 350 learners to receive receive bursaries. bursaries. bursaries. bursaries. bursaries. bursaries. No of learners placed 70% of completed 70% of completed 70% of completed 70% of completed 70% of completed on internships. learners are absorbed. learners are absorbed. learners are absorbed. learners are absorbed. learners are absorbed. Proportion of young Report on findings of at learners. least one tracer study showing the employment rate of learners. Workplace No of learners assisted 100 learners assisted 100 learners assisted 100 learners assisted 100 learners assisted 100 learners assisted Experience to gain work to get work experience. to get work experience. to get work experience. to get work experience. to get work experience. experience. 70% find placement.

SASSETA Sector Skills Plan 2011 - 2016 Strategic Objective 3: Key Performance Performance Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Area Indicator Skills programmes At least 80% of large 200 large employers 80% of previous year’s 80% of previous year’s 80% of previous year’s 80% of previous year’s and other short employers submit WSP paid mandatory grants. baseline paid baseline paid baseline paid baseline paid courses for the and ATR claims. mandatory grants. mandatory grants. mandatory grants. mandatory grants. employed. At least 60% of 120 medium sized 60% of previous year’s 60% of previous year’s 60% of previous year’s 60% of previous year’s medium sized employer paid baseline paid baseline paid baseline paid baseline paid employers submit WSP mandatory grants. mandatory grants. mandatory grants. mandatory grants. mandatory grants. and ATR claims. At least 40% of small 240 small firms paid 40% of previous year’s 40% of previous year’s 40% of previous year’s 40% of previous year’s firms submit WSP and mandatory grants. baseline paid baseline paid baseline paid baseline paid ATR claims. mandatory grants. mandatory grants. mandatory grants. mandatory grants. No of non-levy paying 200 firms assisted. 250 firms assisted. 300 firms assisted. 350 firms assisted. 400 firms assisted. firms assisted through discretionary grant programmes. No of new venture 10 new venture 10 new venture 10 new venture 10 new venture 10 new venture creation initiatives initiatives assisted. initiatives assisted. initiatives assisted. initiatives assisted. initiatives assisted. assisted through discretionary grant programmes. No of Co-operatives, 10 Co-operatives 15 Co-operatives 15 Co-operatives 15 Co-operatives 15 Co-operatives NGOs or NPOs 10 NGOs 15 NGOs 15 NGOs 15 NGOs 15 NGOs assisted through 10 NPOs assisted. 15 NPOs assisted. 15 NPOs assisted. 15 NPOs assisted. 15 NPOs assisted. discretionary grant programmes.

Strategic Objective 4: (Skills programmes and other non-accredited short courses for the unemployed) Key Performance Performance Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Area Indicator Catalytic Grants No of learners to be 3000 learners (youths 3000 learners (youths 3000 learners (youths 3000 learners (youths 3000 learners (youths trained broken down by and veterans) assisted. and veterans) assisted. and veterans) assisted. and veterans) assisted. and veterans) assisted. equity criteria.

SASSETA Sector Skills Plan 2011 - 2016 Strategic Objective 5: (Programmes that build the academic profession and engender innovation) Key Performance Performance Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Area Indicator Increase in the number Conduct a baseline 5% of baseline Year 2 target + 5%. Year 3 target + 5% Year 4 target + 5% of people filling the study to determine the determined in Year 1. academic and number of people filling Mid-term review of the Conduct impact innovation ranks. academic and strategy. assessment study. innovation ranks. Identification of fields for research and innovation. Formulate and Research and Innovation Strategy. Partner with universities.

SASSETA Sector Skills Plan 2011 - 2016 Strategic Objective 6 : (Programme Delivery Partners) Key Performance Performance Target (2011/12) Target (2012/13) Target (2013/14) Target (2014/15) Target (2015/16) Area Indicator SETA to partner with at 5 partnerships 5 partnerships 5 partnerships 5 partnerships 5 partnerships least 25 established; 3 with established; 3 with established; 3 with established; 3 with established; 3 with institutions/faculties, of public public public public public which at least 15 are institutions/faculties. institutions/faculties. institutions/faculties. institutions/faculties. institutions/faculties. public institutions/faculties. Arising out of these partnerships the institutions should attain accreditation for the delivery of the targeted programmes from the QCTO. Each sector should 1 ISOE network 1 ISOE network 1 ISOE network 1 ISOE network 1 ISOE network seek to build at least established. established. established. established. established. one Network of Institutions of Sectoral Occupational Excellence.

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Kutama Sinthumule Correctional Centre WSP & ATR 2010/11

SASSETA Sector Skills Plan 2011 - 2016 i